Detalhes bibliográficos
| Ano de defesa: |
2009 |
| Autor(a) principal: |
MARTINS, Vaneila Moraes Ferreira
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| Orientador(a): |
MUNARI, Denize Bouttelet
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| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
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| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Federal de Goiás
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| Programa de Pós-Graduação: |
Mestrado em Enfermagem
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| Departamento: |
Cuidado em Enfermagem
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| País: |
BR
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| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
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| Área do conhecimento CNPq: |
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| Link de acesso: |
http://repositorio.bc.ufg.br/tede/handle/tde/750
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Resumo: |
In times of changes and opportunities, teamwork is considered an indispensable tool in health services, particularly considering the SUS (Unified Health System) requisites concerning the execution and management of actions for the service quality improvement. In the Materials and Sterilization Center s (CME) routine, whose personnel is mainly composed of nurses, this work modality is fundamental, especially to assure the recycling quality of odontological, medical and hospital items. This study aimed at analyzing the driving and restrictive forces for the nursing teamwork at a CME of a Hospital School. With the mapping of these forces, managers can handle daily obstacles found by the teams, because it categorizes them into three great dimensions: the MYSELF dimension comprising personal factors; the OTHER dimension comprising factors related to interpersonal relations; and the ENVIRONMENT dimension involving elements associated to the environment. This is a descriptive and exploratory study, developed between July and August 2008, in a CME of a hospital school, counting with 35 nursing team professionals. Data were collected by a questionnaire, submitted to the process of content analysis and categorized according to previously defined dimensions. The results highlighted a set of driving forces (59 %), higher than the restrictive ones (41 %), with a relative balance in the other and environment dimensions, and a higher tendency of driving forces in the "myself" dimension. Despite the prevailing driving forces, the balance identified in the two dimensions points at certain team work stagnation in the studied group, showing a need for interventions to search for solutions concerning restrictive forces. The driving forces tendency, identified in the MYSELF dimension, could indicate a difficulty in perceiving, recognizing and accepting their own obstacles in the teamwork. Driving forces in this dimension are: driving personal attributes, motivation and knowledge of CME dynamics. Restrictive forces, on the other hand, are the restrictive individual elements, exclusion feelings and excessive responsibilities. Driving forces in the OTHER dimension are the facilitating team, a positive management attitude and support/user service relations. The restrictive forces treat CME staff as obstacles, without knowledge of CME s dynamics and depending on support/third party/user relations. Driving forces in the ENVIRONMENT dimension are good infrastructure resources, effective work organization and organizational atmosphere. The restrictive forces would be a deficit of resources and strategies, to reduce restrictive factors of the team and environment. The analysis of results, in general, shows that the team has potential to reach a better performance, as well as to seek better work conditions. The mapping of the field of forces gave an objective and concrete perspective of the limitations and potentials of the studied team, as well as possibilities to promote changes. The methodology used was a tool that allowed the prompt identification of problems related to persons, their relationships and environmental factors. For that reason, this seems to be an efficient tool for the work management at CME, also showing indicators for the development of the studied team |
