Documentos de Académico
Documentos de Profesional
Documentos de Cultura
1983
The American Academy of Nursing (AAN) Task Force on Nursing Practice in Hospitals
conducted a study to identify work environments that attract and retain well-qualified nurses who
promote quality patient, resident and client care. Forty-one of 163 institutions possessed qualities
that enabled greater capacity to attract and retain nurses, and were therefore described as
magnet hospitals. The characteristics that distinguished these organizations from others are
known to this day as the "Forces of Magnetism."
1990
June. The American Nurses Credentialing Center (ANCC) was incorporated as a subsidiary
nonprofit organization through which the American Nurses Association (ANA) offers
credentialing programs and services.
December. The ANA Board of Directors approved a proposal for the Magnet Hospital
Recognition Program for Excellence in Nursing Services, building upon the 1983 magnet
hospital study conducted by the AAN.
1994
The University of Washington Medical Center, Seattle, WA, became the first ANCC Magnetdesignated organization.
1997
The program became known as the Magnet Nursing Services Recognition Program and
qualification
criteria
were
revised
using The
Scope
and
Standards
for
Nurse
clustered the Standards of Excellence into more than 30 groups, yielding an empirical model for
the Magnet Recognition Program.
2008
The Commission on Magnet introduced a new vision, and a new conceptual model that grouped
the 14 Forces of Magnetism (FOM) into five key components: Transformational Leadership;
Structural Empowerment; Exemplary Professional Practice; New Knowledge, Innovations, &
Improvements; and Empirical Outcomes.
2011
Approximately 6.61% of all registered hospitals achieved ANCC Magnet Recognition status,
according to American Hospital Association Fast Facts on US Hospitals, 2011.
penelitian
untuk
mengidentifikasi
lingkungan
kerja
yang
menarik
dan
mempertahankan perawat yang berkualitas yang meningkatkan kualitas pasien, penduduk dan
perawatan klien. Empat puluh satu dari 163 lembaga kualitas yang memungkinkan kapasitas
yang lebih besar untuk menarik dan mempertahankan perawat yang dimiliki, dan karena itu
digambarkan sebagai "magnet" rumah sakit. Ciri-ciri yang membedakan organisasi tersebut dari
orang lain yang dikenal hari ini sebagai "Pasukan Magnetism."
1990
Bulan Juni. American Nurses Credentialing Pusat (ANCC) didirikan sebagai organisasi nirlaba
anak melalui American Nurses Association (ANA) menawarkan program dan layanan
credentialing.
Bulan Desember. ANA Direksi menyetujui proposal untuk Program Rumah Sakit Magnet
Recognition untuk Keunggulan dalam Layanan Perawatan, bangunan atas studi rumah sakit 1983
magnet yang dilakukan oleh AAN.
1994
The University of Washington Medical Center, Seattle, WA, menjadi organisasi pertama ANCC
Magnet yang ditunjuk.
1997
Program ini dikenal sebagai Magnet Keperawatan Program Pelayanan Pengakuan dan kriteria
kualifikasi direvisi menggunakan Lingkup dan Standar Perawat Administrator (ANA, 1996).
1998
Magnet diperluas untuk mencakup fasilitas perawatan jangka panjang.
2000
Magnet diperluas untuk mengenali organisasi perawatan kesehatan di luar AS.
2002
Nama program resmi berubah menjadi Magnet Recognition Program.
2007
ANCC menugaskan analisis statistik Magnet penilaian skor tim dari evaluasi yang dilakukan
dengan menggunakan 2005 Magnet Recognition Program Aplikasi Manual. Analisis ini
berkerumun Standar Excellence menjadi lebih dari 30 kelompok, menghasilkan model empiris
untuk Program Magnet Recognition.
2008
Komisi Magnet memperkenalkan visi baru, dan model konseptual baru yang dikelompokkan
dalam 14 Pasukan Magnetism (FOM) menjadi lima komponen utama: Kepemimpinan
Transformasional; Pemberdayaan struktural; Contoh Praktek Profesional; New Pengetahuan,
Inovasi, & Perbaikan; dan Empiris Hasil.
2011
Sekitar 6.61% dari semua rumah sakit yang terdaftar mencapai status ANCC Magnet
Recognition, menurut American Association Rumah Sakit Cepat Fakta tentang AS Rumah
Sakit, 2011.
FORCES OF MAGNETISM
1: Quality of Nursing Leadership
2: Organizational Structure
9: Autonomy
3: Management Style
6: Quality of Care
7: Quality Improvement
The original Magnet research study conducted in 1983 identified 14 characteristics that
differentiated organizations best able to recruit and retain nurses during the nursing shortages of
the 1970s and 1980s. These characteristics remain known as the ANCC Forces of Magnetism
that provide the conceptual framework for the Magnet appraisal process.
Described as the heart of the Magnet Recognition Program, the Forces of Magnetism are
attributes or outcomes that exemplify nursing excellence. The full expression of the Forces of
Magnetism is required to achieve Magnet designation and embodies a professional environment
guided by a strong and visionary nursing leader who advocates and supports excellence in
nursing practice.
Force 1: Quality of Nursing Leadership
Knowledgeable, strong, risk-taking nurse leaders follow a well-articulated, strategic and
visionary philosophy in the day-to-day operations of nursing services. Nursing leaders, at all
organizational levels, convey a strong sense of advocacy and support for the staff and for the
patient. The results of quality leadership are evident in nursing practice at the patient's
side. return to top
Force 2: Organizational Structure
Organizational structures are generally flat, rather than tall, and decentralized decision-making
prevails. The organizational structure is dynamic and responsive to change. Strong nursing
representation is evident in the organizational committee structure. Executive-level nursing
leaders serve at the executive level of the organization. The Chief Nursing Officer typically
reports directly to the Chief Executive Officer. The organization has a functioning and productive
system of shared decision-making. return to top
Force 9: Autonomy
Autonomous nursing care is the ability of a nurse to assess and provide nursing actions as
appropriate for patient care based on competence, professional expertise and knowledge. The
nurse is expected to practice autonomously, consistent with professional standards. Independent
judgment is expected within the context of interdisciplinary and multidisciplinary approaches to
patient/resident/client care. return to top
Force 10: Community and the Health Care Organization
Relationships are established within and among all types of health care organizations and other
community organizations, to develop strong partnerships that support improved client outcomes
and the health of the communities they serve. return to top
Force 11: Nurses as Teachers
Professional nurses are involved in educational activities within the organization and community.
Students from a variety of academic programs are welcomed and supported in the organization;
contractual arrangements are mutually beneficial.
There is a development and mentoring program for staff preceptors for all levels of students
(including students, new graduates, experienced nurses, etc.). In all positions, staff serve as
faculty and preceptors for students from a variety of academic programs. There is a patient
education program that meets the diverse needs of patients in all of the care settings of the
organization. return to top
Force 12: Image of Nursing
The services provided by nurses are characterized as essential by other members of the health
care team. Nurses are viewed as integral to the health care organization's ability to provide
patient care. Nursing effectively influences system-wide processes. return to top
Force 13: Interdisciplinary Relationships
Collaborative working relationships within and among the disciplines are valued. Mutual respect
is based on the premise that all members of the health care team make essential and meaningful
contributions in the achievement of clinical outcomes. Conflict management strategies are in
place and are used effectively, when indicated. return to top
Force 14: Professional Development
The health care organization values and supports the personal and professional growth and
development of staff. In addition to quality orientation and in-service education addressed earlier
in Force 11, Nurses as Teachers, emphasis is placed on career development services. Programs
that promote formal education, professional certification, and career development are evident.
Competency-based clinical and leadership/management development is promoted and adequate
human and fiscal resources for all professional development programs are provided. return to top
keperawatan, di semua tingkatan organisasi, menyampaikan rasa kuat advokasi dan dukungan
untuk staf dan pasien. Hasil kualitas kepemimpinan yang jelas dalam praktik keperawatan di sisi
pasien. kembali ke atas
Force 2: Struktur Organisasi
Struktur organisasi umumnya datar, daripada tinggi, dan desentralisasi pengambilan keputusan
berlaku. Struktur organisasi yang dinamis dan responsif terhadap perubahan. Representasi
keperawatan yang kuat jelas dalam struktur organisasi komite. Tingkat eksekutif pemimpin
keperawatan melayani di tingkat eksekutif organisasi. Keperawatan Pejabat Ketua biasanya
melapor langsung kepada Chief Executive Officer. Organisasi ini memiliki fungsi dan sistem
produktif pengambilan keputusan bersama. kembali ke atas
Angkatan 3: Gaya Manajemen
Organisasi perawatan kesehatan dan pemimpin keperawatan menciptakan lingkungan yang
mendukung partisipasi. Umpan balik didorong, dihargai dan dimasukkan dari staf di semua
tingkatan. Perawat yang bertugas di posisi kepemimpinan yang terlihat, dapat diakses dan
berkomitmen untuk komunikasi yang efektif. kembali ke atas
Angkatan 4: Kebijakan dan Program Personil
Gaji dan tunjangan yang kompetitif. Model staf kreatif dan fleksibel yang mendukung
lingkungan kerja yang aman dan sehat digunakan. Kebijakan personalia yang dibuat dengan
keterlibatan perawat perawatan langsung. Peluang yang signifikan untuk pertumbuhan
profesional ada di trek administratif dan klinis. Kebijakan dan program personil mendukung
praktek profesional keperawatan, keseimbangan kerja / hidup, dan pemberian perawatan yang
berkualitas. kembali ke atas
Angkatan 5: Model Profesional Perawatan
Ada model perawatan yang memberikan tanggung jawab perawat dan kewenangan untuk
penyediaan perawatan pasien secara langsung. Perawat bertanggung jawab untuk praktek mereka
sendiri serta koordinasi perawatan. Model perawatan (yaitu, keperawatan primer, manajemen
kasus, yang berpusat pada keluarga, kabupaten, dan holistik) menyediakan untuk kesinambungan
kompetensi dipromosikan dan manusia yang memadai dan sumber daya fiskal untuk semua
program pengembangan profesional disediakan. kembali ke atas