08Jones Leadership(F)-ch 08 128 1/14/07 4:10 PM Page 128 Understanding Organizations and position in the organization Further, there are gender and generational differences that must be recognized and accommodated when communicating with many people in an organization Managers must choose the correct mode of communicating messages depending on the intent of the message Some messages may need to be delivered face to face, and others may be sent by memo, e-mail, in a group setting in meetings, or some combination of modes Managers also have the obligation to ascertain whether important information has been understood correctly by diverse employee groups Employees must understand their responsibility in the communication process and how the flow of information is to occur from the level of the employee to those at higher levels of the hierarchy Management is then obligated to address employee concerns in a timely and effective manner Communication has been shown to require a time commitment by managers in order for it to be effective throughout the organization This commitment is well worth the effort as effective communication influences employee satisfaction, quality care, and customer satisfaction Effective communication within an organization improves the coordination of decision making and may decrease the use of the grapevine Excellent organizational communication facilitates the attainment of organizational goals and is necessary for almost every aspect of operations Effective communication within the organization should be a priority of every nurse manager and is an essential component of effective leadership Let’s Talk Name at least two benefits of effective organizational communication Think of an example of how interpersonal communication, small-group communication, and organizational communication can be used in the organization Identify at least three factors that might cause employees to interpret a message differently Provide an example of vertical, horizontal, and diagonal communication in a health-care organization NCLEX Questions A chief nurse executive sends a memorandum to the nursing staff announcing a change in the policy concerning absenteeism This represents an example of: A Horizontal communication B Diagonal communication C Upward communication D Vertical communication Organizational communication involves relaying information to many people in order to accomplish organizational goals Organizational communication includes small-group communication and: A Interpersonal communication B Repetition C Discipline of employees D Role development The act of extracting meaning from symbols is termed: A Encoding B Symbolic code C Transmission D Decoding When communicating within an organization, employees are expected to respect the: A Use of technology B Chain of command C Decision-making method D Time factor in the communication process From an employee perspective, the most difficult communication mode is often: A Horizontal communication B Diagonal communication C Verbal communication D Upward communication If a nurse manager finds it necessary to terminate an employee, the most appropriate means of delivering this message would be by: A E-mail B Written letter C Face-to-face discussion D Memorandum Which type of communication is most likely to be misinterpreted by employees? A Written messages B Face-to-face communication 08Jones Leadership(F)-ch 08 1/14/07 4:10 PM Page 129 Organizational Communication C Nonverbal communication D Diagonal communication Nonverbal communication includes: A Facial expression B Vocal tone C Gestures D All of the above Factors that may cause different interpretation of messages by employees include personal experiences, socialization, educational background, age, and _ A Years of service as an employee B Gender C Department in which employed D Selective hearing 10 Research has shown that e-mail seems to decrease employees’ need for face-to face communication but does not necessarily reduce their desire for: A Group meetings B More confidential means of communication C Written communication D Phone messages REFERENCES Adamson, G., Emswiller, T., and Olliver, C (1991) Communicating the vision; visions communicated The Healthcare Forum Journal, 34(12) Adubato, S (2004) Making the communication connection Nursing Management, 35(9), 33–35 Amatayakul, M., & Cohen, M.R (2004) First communication, then automation Healthcare Financial Management, 58(5), 102–104 Retrieved March 14, 2005, from http:// proquest.umi.commmmmmm/pqdweb?didϭ639202301& Fmtϭ3&clientIDϭ52052&RQTϭ309&VNameϭPQD Baker, K (2002) Organizational communication Chapter 13 Organizational Communication, June 8, 2002 Retrieved March 8, 2005, from www.sc.doe.gov/sc-5/benchmark/ Ch%2013%20Organizational%20Communication%2006.08 02.pdf Barnum, B.S., & Kerfoot, K.M (1995) The nurse as executive (4th ed.) 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Boston: Jones and Bartlett BIBLIOGRAPHY Adams, D.A., Nelson, R.R., and Todd, P.A (1993) A comparative evaluation of the impact of electronic and voice mail on organizational communication Information and Management, 22(1), 9–21 Allen, D.G., & Griffith, R.W (1997) Vertical and lateral information processing: The effects of gender, employee classification level, and media richness on communication and work outcomes Human Relations, 50(10), 1230–1260 Herring, S (2000) Gender differences in CMC: findings and implications The CPSR Newsletter 18(1) http://www.cpsr org/prevsite/publications/newsletters/issues/2000/Winter 2000/herring.html Ngwenyama, O.K., & Lee, A.S (1997) Communication richness in electronic mail: Critical social theory and the contextuality of meaning MIS Quarterly, 21(2), 145–167 Rothenberg, R.L (1995) Using information networks for competitive advantage Healthcare Financial Management 49(1), 73 Weening, M.W.H (1999) Communication networks in the diffusion of an innovation in an organization Journal of Applied Social Psychology, 29(5), 1072–1092 Yazici, H.J (2002) The role of communication in organizational change: An empirical investigation Information and Management 39, 539–552 09Jones Leadership(F)-ch 09 1/14/07 3:39 PM Page 131 chapter Informatics SHARON MCLANE, MBA, RN, BC CHAPTER MOTIVATION “Without continual growth and progress, such words as improvement, achievement, and success have no meaning.” Benjamin Franklin (1706–1790) CHAPTER MOTIVES ■ ■ ■ ■ ■ ■ ■ Define nursing informatics Compare and contrast the nursing process and standards of informatics practice Describe the role of information system standards in supporting communication between practitioners Discuss the implications of nursing terminology to future nursing practice Identify the six goals of information systems in the 21st century Identify ways in which nursing informatics influences clinical practice Identify personal accountabilities with regard to informatics 131 09Jones Leadership(F)-ch 09 132 N 1/14/07 3:39 PM Page 132 Understanding Organizations ursing informatics is a relatively new specialty, which has been marked by rapid growth in terms of numbers of practitioners as well in the explosion of domain knowledge Beginning with the Social Security Act amendment of 1965, which established Medicare and Medicaid, the growth in the use of computers in health care was assured This act required documentation of care, most notably nursing care, and the progression of nursing documentation in the medical record received a significant boost (Thede, 2003) The first nursing informatics specialists emerged in 1981, when approximately 15 nurses identified nursing informaticists as their practice specialty (Saba & McCormick, 2006) Nursing informatics was recognized as a specialty by the American Nurses Association (ANA) in 1992, thereby denoting it as a distinct nursing practice specialty with a unique scope of practice In 1994, ANA published the first Scope of Practice for Nursing Informatics, followed by the Standards of Practice for Nursing Informatics in 1995 Once the scope and standards of practice were clearly articulated, the American Nurses Credentialing Center (ANCC) offered the first certification examination in December 1995 As of December 31, 2005, 566 nurses were certified across the United States as Nurse Informaticists (T Norris, ANCC, personal communication, April 20, 2006) Throughout the last two decades of the 20th century, informatics grew as a specialty in health care as well as within the nursing profession As the use of electronic documentation systems grew from small, isolated demonstration projects to a mainstream reality, it became clear to nursing leaders that the profession needed to define taxonomies and classification models and minimum data sets that could be coded for documentation, storage, and retrieval in electronic medical record systems Additionally, demand was growing for nursing protocols, innovative methods to support nursing and patient education, and expert systems incorporating knowledge representation and decision support and evidence-based practice With these compelling objectives, nursing informatics has a practice agenda on which to focus for the foreseeable future (Saba, 2001) Definition of Nursing Informatics Graves and Corcoran provided the first definition of nursing informatics in 1989: “A combination of computer science, information science, and nursing science designed to assist in the management and processing of nursing data, information, and knowledge to support the practice of nursing and the delivery of nursing care” (Graves & Corcoran, 1989, p 227) These two scholars also clarified that professional information systems serve as a foundation for the dimensions of supporting decisions and advancing the knowledge of the discipline The Graves and Corcoran definition has been expanded by the ANA: “Nursing informatics is a specialty that integrates nursing science, computer science, and information science to manage and communicate data, information, and knowledge in nursing practice Nursing informatics facilitates the integration of data, information, and knowledge to support patients, nurses, and other providers in their decision making in all roles and settings This support is accomplished through the use of information structures, information processes, and information technology” (American Nurses Association, 2001, p 17) Several important factors are inherent in these definitions First, the definitions illustrate that nursing informatics is a multidisciplinary science practice Second, the definitions clarify that nursing informatics is not to be equated with the generic term informatics; it is specific to nursing and nursing practice because of the inclusion of the nursing science domain Nurses specializing in nursing informatics employ their nursing science knowledge to mold, provide direction to, and influence the design of nursing information systems Another core component is computer science Nursing informatics is not about computers but rather the core elements derived from computers—data, information, and knowledge—and how best to structure nursing documentation systems to ensure that the output will meet the needs of patient care and nursing science We will discuss these three concepts later, but it is important to note that computer technology is the tool by which the outputs of information science are derived and which are an important facet of nursing informatics ... science designed to assist in the management and processing of nursing data, information, and knowledge to support the practice of nursing and the delivery of nursing care” (Graves & Corcoran,... to support nursing and patient education, and expert systems incorporating knowledge representation and decision support and evidence-based practice With these compelling objectives, nursing informatics... achievement, and success have no meaning.” Benjamin Franklin (1706–1790) CHAPTER MOTIVES ■ ■ ■ ■ ■ ■ ■ Define nursing informatics Compare and contrast the nursing process and standards of informatics