O'Grady T P
Tim Porter-O'Grady Associates, Inc., Atlanta, GA, USA.
Nurs Econ. 1997 Nov-Dec;15(6):286-93.
New information technology infrastructure allows point-of-service knowledge workers to make timely, informed decisions and take action without the traditional manager's close oversight or the top-heavy hierarchical structure associated with vertically managed organizations. Process leaders serve as consultants, coaches, linkers, and integrators to support front-line decision makers in a horizontally oriented model. The leaders must then be able to invest control, authority, and accountability for outcomes in the hands of the team. The process leaders, however, must be able to integrate resource information and generate knowledge and support for the providers of care that will enable them to make effective decisions about the requisite work. Process-oriented design in health care organizations emphasizes the interdependence of nurses, physicians, therapists, and technologists who must share the decisions and the risks. Thus, effective and efficient operations depend on recognizing the need for improved communications among team members and respect for the contributions of each.
新的信息技术基础设施使服务点的知识工作者能够在没有传统管理者密切监督或与垂直管理组织相关的臃肿层级结构的情况下，及时做出明智的决策并采取行动。在横向导向的模式中，流程负责人充当顾问、教练、联络人和整合者，以支持一线决策者。然后，领导者必须能够将对结果的控制权、权威和问责制交给团队。然而，流程负责人必须能够整合资源信息，并为护理提供者生成知识和支持，使他们能够就必要的工作做出有效决策。医疗保健组织中的流程导向设计强调护士、医生、治疗师和技术专家之间的相互依存关系，他们必须共同承担决策和风险。因此，有效且高效的运营取决于认识到团队成员之间改善沟通的必要性以及尊重每个人的贡献。
