How commitment and involvement influence the development of strategic consensus in health care organizations: the multidisciplinary approach

Abstract

A descriptive study was undertaken and quantitative data were generated through the survey method. The aims of the study were articulated through hypotheses. Almost 400 middle manager heads of department, working in acute care not-for-profit health service organizations, in the Republic of Ireland, responded. Findings indicated that a stronger relationship existed between consensus and commitment than between involvement and commitment. In addition, when present in the organization, involvement and commitment together were better predictors of consensus than each of those factors on its own, but significantly commitment had a greater impact in predicting consensus than involvement had.

Enhancing the nurses’ role in healthcare delivery through strategic management: recognizing its importance or not?

“…Managers also need to undertake analysis of the external environmental factors affecting, or likely to affect the organization. These factors are a measure of the organizational environment that exists outside the organization’s boundaries and that have the potential to affect the organization and include political, legal, socio‐cultural, economic, technologic and international forces (Wells 1999, Carney 2007) (Table 2).…”

“…Not‐for‐profit organizations have had to become increasingly business‐like in terms of organization and management (Carney 2006a). Consequently, professional clinicians are now involved in new management roles and responsibilities in addition to their clinician practice roles (Gavin 1995, Carney 2006a), which has resulted in changes in the traditional self‐image, perceptions, values and roles of individual health professional (Carney 2006b, 2007). In the health service, the emphasis is on a caring approach to health care delivery rather than on the generation of profits for the organization, often contributing to management difficulties in health care organizations.…”

The Delphi Process in Dental Research

“…Consensus procedures also use the resources of all participants, commit them to the project, and enhance the future decision-making ability of the group with regard to resolution of the clinical problem addressed. 1 Formal consensus methodology theorists argue that opinions of experts generated through structured circumstances can generate a closer approximation of the objective truth than would be achieved through conventional, less formal, pooling of expert opinion. The methods include the nominal group technique, 2 the Delphi technique, 3 the Glaser ''state-of-the-art technique,'' 4 a model developed and sometimes used by the National Institutes of Health, 5 and a model used by the Agency for Healthcare Research and Quality.…”

The importance of clinical leadership in service redesign

“…This requires commitment (Carney, 2007), focus and engagement. Clinical discontent was overcome at two sites, despite the Trusts' bureaucratic approach to medical practice (Davies and Harrison, 2003), because clinical leadership was allowed to develop in accordance with organisational priorities.…”