Code Green: Money-Driven Hospitals and the Dismantling of Nursing

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Cornell University Press, 2004 - Business & Economics - 213 pages
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We are on the verge of the nation's worst nursing shortage in history. Dedicated nurses are leaving hospitals in droves, and there are not enough new recruits to the profession to meet demand. Even hospitals that were once very highly regarded for the quality of their nursing care, such as Boston's Beth Israel Deaconess Medical Center, now struggle to fill vacant positions. What happened?

Dana Beth Weinberg argues that hospital restructuring in the 1990s is to blame. In their attempts to retain profit margins or even just to stay afloat, hospitals adopted a common set of practices to cut costs and increase revenues. Many strategies squeezed greater productivity out of nurses and other hospital workers. Nurses' workloads increased to the point that even the most skilled nurses questioned whether they could provide minimal, safe care to patients. As hospitals hemorrhaged money, it seemed that no one-not hospital administrators, not doctors-felt they could afford to listen to nurses.

Through a careful look at the effects of the restructuring strategies chosen and implemented by Beth Israel Deaconess Medical Center, the author examines management's efforts to balance service and survival. By showing the effects of hospital restructuring on nurses' ability to plan, evaluate, and deliver excellent care, Weinberg provides a stinging indictment of standard industry practices that underestimate the contribution nurses make both to hospitals and to patient care.

  

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User Review  - Keith.Benjamin - LibraryThing

Excellent overview of how business decisions have an impact not only on the quality of care in hospitals but on the staff themselves. It uncovers some of the problems in letting strategic business ... Read full review

Code green: money-driven hospitals and the dismantling of nursing

User Review  - Not Available - Book Verdict

Hospitals frequently devise a system of color codes to convey a message to their personnel succinctly and exclusively. Weinberg (senior research associate, Schneider Inst. for Health Policy, Heller ... Read full review

Contents

IV
19
V
43
VI
76
VII
98
VIII
116
IX
137
X
160
XI
175
XII
193
XIII
199
XIV
207
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About the author (2004)

Weinberg is a Senior Research Associate at the Schneider Institute for Health Policy at the Heller School of Social Policy and Management, Brandeis University.

Suzanne Gordon is coeditor of the Cornell University Press series, The Culture and Politics of Health Care Work, and was program leader of the Robert Wood Johnson-funded Nurse Manager in Action Program.

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