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Shared Governance (shared + governance)
Selected AbstractsShared governance as vertical alignment of nursing group power and nurse practice council effectivenessJOURNAL OF NURSING MANAGEMENT, Issue 1 2009RICHARD J. BOGUE PhD Aim(s), This study validates an instrument for measuring the effectiveness of nursing practice councils and offers a framework for measuring and understanding shared governance. Background, Empowerment results from the vertical alignment of nursing group power with nursing unit power practices. The field lacks an instrument for measuring nurses' practice of power. Method(s), Two studies (n1 = 119; n2 = 248) are used to validate the Nursing Practice Council effectiveness scale (NPCes). Results, NPCes is a valid and reliable index of nursing practice council effectiveness. This study suggests specific diagnostic tools to understand two levels for actualized power, one at the group or departmental level and one at the unit level. Conclusion(s), NPCes and the Sieloff-King Assessment of Group Power within Organizations (SKAGPO) can be used together to improve examination of shared governance. Examining group power as well as unit-level practices may give a more complete view of barriers to nurse empowerment. Implications for nursing management, Changing nursing power and practices in an organization may be made more effective by engaging and monitoring vertical alignment of strategies fostering power competencies among nurse leaders and simultaneously supporting nursing practice councils as a means of exercising nurse authority at the unit level. [source] Shared governance,nurses making a differenceJOURNAL OF NURSING MANAGEMENT, Issue 2 2000C. Doherty RN Aim This paper aims to describe how shared governance can be successfully integrated into existing management structures in a large medical directorate. It will show how the shared governance philosophy can lead to the creation of a culture where nurses feel important and valued and also consider its use as a foundation for the implementation of the nursing strategy. [source] Shared governance as vertical alignment of nursing group power and nurse practice council effectivenessJOURNAL OF NURSING MANAGEMENT, Issue 1 2009RICHARD J. BOGUE PhD Aim(s), This study validates an instrument for measuring the effectiveness of nursing practice councils and offers a framework for measuring and understanding shared governance. Background, Empowerment results from the vertical alignment of nursing group power with nursing unit power practices. The field lacks an instrument for measuring nurses' practice of power. Method(s), Two studies (n1 = 119; n2 = 248) are used to validate the Nursing Practice Council effectiveness scale (NPCes). Results, NPCes is a valid and reliable index of nursing practice council effectiveness. This study suggests specific diagnostic tools to understand two levels for actualized power, one at the group or departmental level and one at the unit level. Conclusion(s), NPCes and the Sieloff-King Assessment of Group Power within Organizations (SKAGPO) can be used together to improve examination of shared governance. Examining group power as well as unit-level practices may give a more complete view of barriers to nurse empowerment. Implications for nursing management, Changing nursing power and practices in an organization may be made more effective by engaging and monitoring vertical alignment of strategies fostering power competencies among nurse leaders and simultaneously supporting nursing practice councils as a means of exercising nurse authority at the unit level. [source] Internal governance in the community college: Models and quiltsNEW DIRECTIONS FOR COMMUNITY COLLEGES, Issue 141 2008Michael T. Miller This chapter describes the various approaches to internal shared governance utilized by community colleges, ranging from approaches that intentionally involve different constituents to those evolved from habit, tradition, and precedence. [source] Resolving Water Conflicts: A Comparative Analysis of Interstate River CompactsPOLICY STUDIES JOURNAL, Issue 3 2009Edella Schlager This paper examines compacts used by U.S. western states to engage in shared governance of interstate rivers. Compacts are viewed as inflexible, rigid governance structures incapable of responding to changing environmental and institutional settings because of the use of unanimity rules and the inability to directly regulate water users. Using data from a study of 14 western interstate river compacts we examine this claim. In particular, we explore the response of compacts to water conflicts. We find that members of compacts, closely related water agencies, and compact governments are capable of responding to conflicts. To better understand this finding, we identify the conditions under which compacts are likely to address conflicts, as well as the types of conflict solutions compact governments adopted. [source] Re,Balancing Modern Concepts of University GovernanceHIGHER EDUCATION QUARTERLY, Issue 3 2002Michael Shattock The paper considers the corporate,dominated and the academic,dominated forms of university governance, and the extent to which the position of these models has fluctuated over time. It argues that it is now time to move back to the concept of ,shared governance', but that this requires some reform of academic decision,making and that the corporate and the academic sides need to create machinery to realise effectively their respective contributions to university governance. [source] | ||||||||||