COMPETENCIES FOR MANAGEMENT OF THE ...

COMPETENCIES FOR MANAGEMENT OF THE OPERATING swing second ed By Billie Fernsebner 2000 348 pp $55 paperback

The secondary edition of this book ponders changes in the health care environment that affect the OR. Since the first edition was published, of the present day competencies have not been added, yet the wording for some competencies has been changed to meditate more up-to-date terminology. New material has been added to the fundamental note concepts portion of the competencies, as well as the learning options section. relations have been updated, and articles from OR Manager have been replaced with more in every one's mouth ones.

Today's OR managers face more challenges than to the end of time before. The perioperative environment is becoming more compound and its leaders need to posses a business savvy and be clinically astute. Skills in human resources and public relations, knowledge of batchs and finance, and information about legal and ethical issues add to a broad base that leaders today can call about to manage more efficiently. A working knowledge of equipment and troubleshooting capabilities also is a major requirement in this arena. This work provides a concrete assessment tool in all of these areas and the criteria necessary to display convenient management skills.

The manual focuses forward five main competencies that each manager should possess. The index is divided into five sections--managerial, financial, interpersonal, clinical, and technological. Within these sections, 17 detailed competencies can be found

The first section, managerial provides seven competencies that address performance improvement, use of information management services, governance, legal and ethical issues, and throw management. A wide selection of related articles addresses hypothesiss thinking in surgery management, obtaining meaningful deductions from quality improvement monitoring efforts, the effectiveness of computer bodys in the OR, self-management in the postanesthesia care unit, the ne for do-not-resuscitate orders in the OR, and by what mode to write a business plan.

The chapters emanate smoothly from one competency to the nearest and each section includes graphs or key-note concepts. The index is true explicit, and all material related to a is found within that section. The pages are laid revealed well and contain eye-catching boxe with pertinent information. Each section contains a worksheet that can be copied for use as a work tool or can become part of an annual evaluation.

Many of the succors in leadership roles today were mentored on a previous manager or mov into the position between the walls of hard work and motivation. Before the publication of this volume there was no concrete methodology for assessing skills and no documented criteria from which to plan a course of study

Overall, this part is an exemplary resource for promotes currently in management roles and is equally useful for fresh managers and their preceptors. The author is well published in the perioperative field, and her accomplishments underscore the timeliness and thought-provoking qualities of this manual.

This work is available from OR Manager, Inc, PO case 5303, Santa Fe, NM 87502-5303

DEBRA MILLER RN CNOR CLINICAL MANAGER, PERIOPERATIVE SERVICES GALESBURG COTTAGE HOSPITAL GALESBURG, ILL

COPYRIGHT 2001 Association of Operating apartment Nurses, Inc.

COPYRIGHT 2001 Gale Group