Operating room management: the role of the anesthesiologist.
Operating room management structures and interrelationships both within the operating suite and with other departments in the hospital can be extremely complex. Several different professional and support groups are represented that often have infrastructures of their own that may compete or conflict with the operating room's management hierarchy. Often, there really is little actual management of the operating suite as an entity. Because the units must interact effectively to provide a high level of patient care, it is important that areas of conflict be resolved. Many problems can be averted by implementation of specific policies and procedures, after appropriate action by the medical staff outlining operating room goals and objectives, and the establishment of realistic lines of authority and communication. More important than the actual structure of the management components in developing an efficient and successful operating room is the ability of key management personnel to understand the dynamics of people and situations as they evolve. Management must also continually monitor and objectively evaluate the system so that areas of deficiency of conflict may be identified and policies or procedures adapted to adequately meet the changing needs of staff and patients. Anesthesiologists are in unique positions to deal with many of these problems and should play an active role in their resolution. As physicians and consultants, we have an understanding of the burden faced by surgeons relative to patient care. Because the majority of our working time is spent in the operating room, we have an opportunity to develop an effective working relationship with nursing staff.(ABSTRACT TRUNCATED AT 250 WORDS)
D000776:Anesthesiology; D001071:Appointments and Schedules; D006801:Humans; D009873:Operating Rooms / Q000458:organization & administration*; D011367:Professional Staff Committees; D012380:Role; D014481:United States