Business managers' skill sets strengthen return on investment
OR Business Performance is a series intended to help OR managers and directors improve the success of their business. Hospitals depend on surgical services to generate more than half their revenue and profit. Yet according to the latest OR Manager Salary/Career Survey, only one-third of hospitals employ an OR business…
Building cohesion, community, and commitment across multiple generations working in the OR
Managing today’s multigenerational perioperative workforce can seem daunting, but understanding the strengths of each group and knowing how best to communicate with them can turn challenges into opportunities. The first step toward promoting generational interrelationships—and to better manage perioperative services for the future—is to “create a generational profile of your…
Diverse communication styles are most effective for managing multigenerational staff
Because people are living and working longer, 4 generations of employees are now toiling side by side—and not always in harmony. Creating a workplace where all generations can thrive is both challenging and crucial to a manager’s success. “The biggest challenge and opportunity for growth is to recognize that you…
New workshop planned for OR business managers
OR business managers and OR directors involved in the financial management of the surgical suite will have an opportunity to sharpen their skills at the second annual OR Business Manager Workshop, April 7 to 9, 2013, at the Marriott City Center, Denver. This intensive, interactive workshop is an opportunity for…
Solid OR governance is the foundation for safety
Ten Elements of Safer Surgery. First in a series. What’s the essential ingredient for an OR to run safely and effectively? Many would sum it up with one word—leadership, followed closely by collaboration. An OR led by a strong team from surgery, nursing, and anesthesia backed by the hospital’s…
Succession: Identifying and mentoring OR leaders Second article in a 2-part series. The first article appeared in the December OR Manager.
Not all staff nurses can or want to be managers,” says Judith Mercado, RN, CNOR, nursing service director for perioperative and maternal child health services for Kaiser Permanente Los Angeles Medical Center. “Informal leaders stand out; they are the superstars of the group.” Identifying those leaders and mentoring them into…
Survey: An OR leadership crisis is looming, but is C-suite listening?
Perioperative nursing is facing a leadership crisis. Though 9 in 10 perioperative nurse leaders think a smooth succession is critical when they retire, they worry about who will take these positions. Most think the scope of their roles needs to be re-evaluated to attract younger RNs, a new OR Manager…
Succession: Making the case for OR management
First article in a 2-part series. Management should be the job people aspire to, says John Olmstead, MBS, RN, CNOR, FACHE, director of surgical services and emergency department at The Community Hospital in Munster, Indiana. “In too many hospitals, it’s the hot potato. People say, ‘I wouldn’t want to…
Teaching hospitals are adding business managers
As financial pressures grow, ORs are adding business managers. That’s particularly true for teaching hospitals, where 64% now have a business manager, and for larger ORs with 10 or more rooms, where 55% do, according to the 22nd annual OR Manager Salary/Career Survey. In contrast, 5 years ago, just 47%…
How to make 'funny' a part of your leadership role
With all that managers have to balance—schedules, meetings, staff, reports, and shrinking resources, not to mention home, family, and school—who has time to think about being funny? Humor may be more valuable than you imagine, not only in dealing with stress but also in being a better manager. Humor is…
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