Nursing Home Administration: Fifth Edition by James E. Allen PhD MSPH NHA IP

By James E. Allen PhD MSPH NHA IP

"This is an efficient assessment of the realm of gerontology and is a wonderful advisor to raised perform in nursing domestic administration." --Doody's

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Extra resources for Nursing Home Administration: Fifth Edition

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There must be no duplication of work. Efforts are then directed toward accomplishing the goal by dividing the work up so that each job can be done by one person and providing a means for coordinating the jobs done by different people—the task of the managers. Descriptions are written for each job. A job list for each position usually includes the following: • • • the objectives (result to be accomplished) the duties and authorities of the position its relationship to other positions in the organization As a rule, an organizational manual containing all job descriptions and several charts is prepared.

You cannot move fast if you are following a herd of sacred cows. Paper trails represent people trying to keep tabs on other people. All this when the real purpose of systems, as we have described them previously, is to empower, not control people, to liberate staff to experiment with new ways to meet resident needs, not to tie them down. The nursing home industry is full of sacred cows; federal, state, and local officials, physicians, registered dietitians, the daughters, and a host of other well meaning individuals see to that.

Sometimes this is called organizational hardening of the arteries (atherosclerosis). Organizations that have become set in their ways will try to maintain the status quo through several devices: 1. Any internal or external situation that threatens to force a change in the organization is countered by employees seeking to retain their old patterns and modes of operation (Johns & Saks, 2001, p. 523; Robbins & Coulter, 2007, p. 64). , 2001, pp. 505–508). 2. Administrators, when confronted with external changes that might affect the organization, will try to ignore them.

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