Participation of the nurse manager in the process of hospital accreditation

Abstract

This study's aim was to understand the role of nurse managers in the process of hospital accreditation. This qualitative case study was conducted in a large private hospital in Belo Horizonte, MG, Brazil. Five nurse managers were interviewed using a semi-structured script from April to May, 2011 and content analysis was used to interpret the data. Results show the strategic position of this professional, his/her managerial skills and participation in the implementation and maintenance of accreditation, and the importance of care management. Nurses have played managerial roles with greater autonomy, connecting inter-sector care, which contrasts with the curative model, and have established partnerships with diff erent social and institutional segments, adopting standards for teamwork. Managerial, healthcare, and educational work is performed from a procedural and indivisible perspective. Descriptors: Accreditation. Management. Nursing. RESUMOEste estudo objetivou compreender a atuação do enfermeiro gerente no processo de acreditação hospitalar (AH). Trata-se de um estudo de caso qualitativo realizado em um hospital privado de grande porte em Belo Horizonte. Foram entrevistados cinco enfermeiros em cargos de gerentes, utilizado roteiro semiestruturado, no período de abril a maio de 2011, e a análise de conteúdo, para análise dos dados. Foi possível identifi car a posição estratégica que o enfermeiro ocupa, a sua capacidade gerencial, a importância da gestão do cuidado e sua participação na implantação e manutenção da acreditação. O enfermeiro tem assumido funções gerenciais com mais autonomia, articulando uma assistência intersetorial, contrária ao modelo curativo, estabelecendo parcerias com diferentes segmentos sociais e institucionais e adotando padrões para o trabalho em equipe. O trabalho gerencial, assistencial e educacional é desenvolvido dentro de uma perspectiva processual e indissociável. Descritores: Acreditação. Gerência. Enfermagem. RESUMENEl objetivo de ese estudio fue entender el papel de un gerente de enfermería en el proceso de acreditación de hospitales (AH). Este es un recorte de un estudio de caso cualitativo realizado en un hospital privado con semiestructura. Para ese artículo, se presentan los datos obtenidos mayormente de la categoría profesional de enfermeros. Fue posible identifi car la posición estratégica que el profesional tiene, las herramientas que ha desarrollado para la evaluación de la asistencia y su papel fundamental en la implementación y mantenimiento de la Acreditación Hospitalaria. halos enfermeros han asumido funciones de administración con más autonomía, articulando una asistencia sectoria. Diferente del modelo curativo, estableciendo alianzas con las diferentes normas sociales e institucionales y adoptarlos en el trabajo en equipo. Sin embargo, había preocupaciones y difi cultades con los detalles de la administración. La gestión, la atención y del trabajo educativo se desarrolla desde un punto de vista procesal y son inseparables. Descriptores: Acreditación. Admi...

Acreditação internacional em hospital brasileiro: perspectivas da equipe multiprofissional

“…The expressive portion of Nursing professionals, especially nurses, is justified by their primary participation in the planning of actions according to Accreditation programs, their performance in the managerial, care and intermediary field among different intrahospital services. 11 Actively participating in management processes, such as those required by Accreditation, can impart a feeling of satisfaction to the professional and strengthen bonds of trust between the manager and the manager because it promotes a better environment for effective communication and active posture throughout the process. 12,13 A professional satisfaction is an important indicator of quality in the size of organizational results.…”

“…For this, it is important to link management strategies with educational actions to professional improvement. 11 Continuing education, which is not limited to formal training initiatives such as training and continuing education activities, but, also, as a strategy for discussion, restructuring and innovation of the work process, must be applied in the course of Accreditation, since it is a tool that improves and transforms care practice. 2 Accreditation determines a constant process of learning at all organizational levels and, therefore, should be a source of interest and investment by the institution's leaders.…”

“…5,11 The quality indicators evaluated by the Canadian model, besides encompassing the patient care and the professional qualification, also verify the availability and the maintenance of equipment used in the care process. 13 In considering that International Accreditation establishes patient safety as one of the goals of the system, the integration of actions favors the reduction of adverse events and rationalizes financial resources.…”

Disqualification of Certification by Hospital Accreditation: Perceptions of Professional Staff

“…[2][3]8 Under international influence, the ONA maintains the logic and method of the Accreditation based on the rationalization of work; continuous assessment followed by planning in favor of improvement; cost reduction and continuing education of the entire organization. 3,9 In that sense, the assessment by the Brazilian Accreditation may or may not produce a quality certification, which in this case is established at three levels (Accredited, Fully Accredited and Accredited with Excellence), through increasing requirements for the health service assessed to comply with. 3 These Accreditation certification levels mediated by ONA should be continuously revalidated for the process to reach its essential objective, 3 which is continuous improvement.…”

“…3 These Accreditation certification levels mediated by ONA should be continuously revalidated for the process to reach its essential objective, 3 which is continuous improvement. 5,9 The validity of the certification at each level is one, two and three years and these periods are established in line with the increasing order of the certification levels mentioned. 3,5 Thus, there are different reasons not to revalidate the quality seal, commonly related to the continuing non-compliances explicitly described in the Brazilian Accreditation Manual for Health Organizations.…”