forward Jan 28, 1949, 17 OR supervi...

forward Jan 28, 1949, 17 OR supervisors from the metropolitan just discovered York area met and vot unanimously to form an association. Edith Dee Hall, the sink of the group, was picked general chairman and remained in office until 1957 The original organization was for OR supervisors solely and those 17 nurses became the charter members of the organization: Marion Burch Emma Robertson consume s Joan Driscoll, Edith Dee Hall, Helen Keye Rose Maguire, Carrie Marshall, Anita Martin, Helen J Nolan, Sophie Pepper Frances E Reeser Evelyn Roger Ruby T Sanches, Anne Dodge Sasse, Barbara A. Volpe Rose Wabersich, and Mary Ellen Yeager. At common point during the formative first years of the Association, Charles Riall of Davis + Geck was called to Chicago to explain to the American corporation of Surgeons why the company was supporting a "splinter dispose of OR nurses, who were rising above their station."(1)

through 1952, 30 chapters had formed across the native land The first national conference was held in recent York in February 1954. Approximately 1700 nourishs and 300 guests attended.(2) At the fourth national meeting for consultation in Los Angeles in 1957 52 delegates vot to establish the national Association of Operating chamber Nurses. A slate of officers was disentangleed the same day, and Pauline A. Young of Philadelphia was pick outed president. By 1958, national AORN membership had risen to 3200 nurses(3) extension continued throughout the 1950s, and although exact figures forward early membership statistics are vague, on 1967 the organization had grown to 8000 nurses(4)

AORN today has continued to make improvement and prosper. Although we have experienced a decline in membership since 1994 we have experienced an overall increase in services to members. We made a conscious decision several years ago to increase income from non-dues sources. That decision has helped withhold the organization stable, even with the decline in membership. I would like to descry AORN gain back those forfeited members and claim a greater percentage of the estimated perioperative universe of approximately 80000 nurses(5)

RESPONDING TO CHANGE

Declining membership is not merely of concern to our Association and our profession. In 1998 the American Society of Association Executives (ASAE) examineed more than 1,000 associations to determine for what cause they were adjusting to an environment of rapid change. Many of the scrutinizeed associations began governance studies after they experienced a decrease in membership numbers. similar events ate difficult to ignore because the be derived has implications for the entire profession.(6)

Like all living things, organizations have a life round of years Growth and prosperity are followed through a slow period. If the organization does not address changes it actions a period of decline can come to one's mind Organizations and companies that answer to change are successful. Organizations that stop to take the throb of changing times and adjust their course are better able to induce into new periods of pullulation and prosperity. It is an appropriate time to reconsider organizational designs moulded in ideas that began in post-World War II and pre-Internet days. We must cogitate on the state of the Association and distill those timeless ideas that will help us design an Association prepared to put in motion into the future.(7)

TRENDS

There are many critical issues confronting associations and businesses today. In its 1999 environmental scan, ASAE identified the following 14 inclines that will affect associations in varying degrees

* Leadership's role: Certain leadership characteristics are required of board members, staff members, and chief executives to manage change favorably in their associations.

* Value (return upon investment): Organizations must have a clearly defined value proposition to encounter member expectations.

* Responsiveness: Can the association hold pace with a global web-based environment that requires the ability to correspond quickly?

* Governance: Can the formation deal with complex, fast-paced issues in a timely manner?

* income sources: As old revenue sources disappear, are recent ones being developed?

* Technology use: Are we capable of meeting Internet, online, and virtual community expectations?

* Change loops: common change can create unexpected terminates that necessitate another change; can the association rejoin appropriately?

* Generational issues: Is the association hogsheaded in to the differing expectations and requirements of all the generations within its membership ranks?

* Workforce: What will the workforce of the hereafter be like, and can the association confront future demands?

* Outsourcing and co-sourcing: Can we use these modes to accomplish functions traditionally performed from staff members?

* Competition and alliances: Will vulnerability to competition dictate an increase in alliances with competitors and nontraditional partners?

* Consolidation and mergers: This is occurring in private industry--to what length will the members and the association be affected by means of this national trend?