...quality of care as "The degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge." The main focus of this definition is to treat and care for patients the best way possible the first time. When dealing with the health care of individuals there is no room for error. Health care has now been regulated for many years in order to ensure that all individuals are receiving the best quality of care regardless of their financial situation or their social status. The Joint Commission is a non-profit organization within the United States that focuses on the patient care within medical facilities. Medical facilities include hospitals, hospice agencies, durable medical equipment companies, nursing homes, and many others. The Joint Commission clearly defines the quality standards that are expected of facilities that directly care for the patient. It has developed an accreditation program in which holds facilities to high standards and expectations. The Joint Commission accredits over 17,000 health care organizations and programs in the United States (The Joint Commission). A majority of state governments...
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...The Doctor “Magistrate Communication Style” “Transformation” XXX TMGMT 314: Interpersonal Skills in the Workplace G. Kent Nelson, Ph.D. University of Washington – Tacoma 03 June, 2009 The Doctor Introduction The Doctor is a film that outlines the ways that doctors around the world think. It is about a doctor who finds out the hard way that there's more to medicine than skill in the operating theater in this emotional drama. The main character is Jack McKee, who is a gifted but arrogant surgeon. He cares little about the emotional welfare of his patients and is little more than a benign stranger to his wife Anne and his son Nicky. He has been suffering from a nagging cough for some time, and when he begins coughing up blood one morning, he finally allows another doctor to take a look at him. The doctor discovers that he has a malignant tumor in his throat that could rob him of the ability to speak, or even kill him. He now becomes a patient instead of a doctor, and learns first hand about the long stretches in the waiting room, the indignity of filling out pointless forms, and the callous attitude of the professional medical community. He also gets to know June, a terminal cancer patient whose joyous embrace of life as her time draws to a close is an inspiration to him. After recovery, Jack becomes more determined to be a caring healer and strives to be a better husband and father. But his new outlook on life turns former friends into foes, and dislike co-workers in to...
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...Case 2.1: Organizational Culture: Life or Death Questions: 1. What values appear to be driving the doctors and nurses in the hospitals to treat heart attack patients? From the case study, the eleven hospitals utilize 90 minutes or less to deliver therapy in order to restore blood flow to heart attack patients. The followings are the values that appear to drive the doctors and nurses in the hospitals to treat the heart attack patients: (a) The hospitals are well organized, they have ability to reward high quality performance, and are flexible enough to deal with setbacks. (b) Teamwork is another important value that drives doctors and nurses when treating heart attack patients. This is important because they need to work quickly. (c) All the hospitals shared the same core values, they were committed to reducing delays throughout their process, they provided real-time data feedback to measure success and had innovative protocols and flexibility in refining their protocols. (d) Effective communication and ethics is also critical. Doctors and nurses commit to their profession not only for financial gain, but also because they value human life and want to make a difference in the world by preserving life. They are also sensitive to their patients’ needs. Without these values it would not be feasible for the hospital to maintain their success and reputation of delivering therapy to restore blood flow to heart attack patients in only 90 minutes or less. This huge accomplishment...
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...Perpetual Mercy Hospital Case Analysis Keagan Marble April 2, 2013 Marketing Management and Strategy Section 002 Case Brief Receipt #: 317113731 MEMO: To: Linda Rochford From: Keagan Marble Date: April 2, 2013 Subject: Perpetual Mercy Hospital Case Brief A. Problem/Issue: In April of 2000, the Downtown Health Clinic (DHC), which is run and overseen by Perpetual Mercy Hospital (PHC), found out some troubling news and was very concerned about it. Perpetual Mercy Hospital found out about the possibility of establishing a similar clinic five blocks north of their facility. The main problem is that the new clinic may take away DHC’s current patients and put a damper on DHC’s profitability and financial progress. This situation and possible alternatives were analyzed to develop a recommendation of how DHC can keep their patients and continue to achieve its service and profitability objectives. B. Alternative Identification There have been many options in consideration regarding how to meet the patients needs more efficiently to prevent them from leaving DHC and moving to the new facility as well as attaining their profitability. The two main alternatives that can be analyzed are: Tactical Alternatives 1. Extend operating hours 2. Provide gynecology services Strategic Alternatives 1. For a second physician to be hired 2. Build long lasting relationship with business community C. Evaluative Criteria What’s being considered in deciding...
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...helping to assist in the discharge process. As a nursing workforce it is our responsibility to understand how the roles of a family affect our individual patients, and work to incorporated those roles into their therapeutic environment. An issue in today’s emergency departments that continues to draw attention from aspects of the medical profession is the use of family presence during cardiopulmonary resuscitation. “While it appears that the evidence clearly indicates positive outcomes from family witnessed resuscitation (FWR), a majority of emergency departments fail to implement or even institute policies “(MacLean, et al 2003) . Lack of education, leadership support and patient understanding are just a few factors contributing to hospitals not participating in this patient centered approach. “Families seldom ask if they can be present unless they have been...
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...Dr. Kellie Leitch glanced at the data on wait times colle cted from the patients in one of her clinics. As Chief of Paediatric 1 Orthopaedic surgery at the Children’s Ho spital of Western Ontario (CHWO), she was very concerned by the long times that the young patie nts (and their parents) were experiencing in the daily clinic. Long wait times tended to aggr avate the already pent-up distress a nd concern that they were feeling, and parents were unders tandably irritated at missing significant time at work. Currently, on an average, patients were spending roughly two hours in the clinic. Patient health was not Dr. Leitch’s only concern. Clin ical staff had increasingly complained about being over-extended, yet budgetary pressure s to reduce the cost of service continued to mount. She was not convinced that all staff was being effectively utiliz ed, and there was an unresolved request from the Radiology department for more adva nced equipment. Dr. Leitch also served on several government task forces. From these, she knew that federal and provincial policy-makers were increasingly concerned with the economic impact that health-care wait times had on national economic productivity. In a moment of weakness, Dr. Leitch recently had volunt eered her clinic to hospita l management as a “test case” to demonstrate that patient care could be done in a more timely fa shion, without increasing costs. An objective of reducing wait times by 20 per cent was...
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...explanation of policy details are limited. In 2010, the policy addressing terminology and abbreviations was integrated into the Information Management standards as elements of performance 2 and 3 under IM.02.02.0 by Joint Commission. The hospital administration or HIM administration should have a committee to ensure the terminology and abbreviations are updated and distributed to all clinical areas, are posted within the electronic record system, and performed within specific time frames. The policy for addressing backup of electronic information systems can be found in Standard IM.01.01.03. The policy for managing interruptions to information processes is located within this Standard. This standard should be in the HIM department’s policy as well as IT department. The Medical Records Manager and IT Manager should maintain communication as to backups, updates, and scheduled downtime. IT will ensure all hospital employees’ awareness of any downtime for maintaining equipment as necessary. The release of information policy would be accessed in the Standard IM.02.01.03. This policy addresses protection of health information including access and disclosure. The protection of privacy is located in the Standard IM.02.01.01. The hospital should have a written policy on privacy, the limitations, and compliance to protect health...
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...including hospitals, clinics, laboratory and diagnostic facilities, pharmaceutical retailers and distributors, and medical education and training institutes. Each is characterized by distinct factors to consider when appraising credit and investment worthiness. A discussion follows of success factors and common mistakes that investors see in financing requests from each of these types of businesses. The box on this page describes one banker’s experience with health-sector borrowers in Uganda. Hospitals Key Elements for Analysis: Typically private hospitals earn revenue from inpatient and outpatient services, surgical procedures, diagnostic testing (laboratory and radiology), and drug sales. The number of beds defines the inpatient capacity, and bed occupancy rate and average length of stay are key metrics for determining inpatient numbers (a key revenue driver). Similarly, outpatient numbers and consultation fees drive outpatient revenue. Key profit centers are usually surgical procedures, diagnostic tests, and drug sales, rather than room rates and consultation fees. Because of the equipment and facility requirements, hospitals are generally much more capital intensive than clinics and need to replace and modernize equipment regularly. Salaries tend to be a significant operating expense. Staffing-topatient ratios can be indicators of quality, efficiency, and cost control. The text box on the next page lists some common benchmarks or rules of thumb for analysis of hospital investments...
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...Healing Hospitals: A daring paradigm Mercy Cooper Grand Canyon University: Spirituality in Health Care HLT 310V 11/24/13 Healing Hospitals: A Daring Paradigm Hospitals are embracing the paradigm of healing hospitals. This concept is based on research evidence that suggests that the environment of care has significant implications on patient outcomes. Creation of a healing environment thus represents a concerted effort to comprehensively address all the factors that contribute to the disease process (Giemer-Flanders, 2009). Healing physical environments comprise of the following components: healing physical environments, a culture of loving care, integration of technology into work design, and blended medicine. Healing hospitals, unlike traditional hospitals, concerned for the person as a whole. Caring for the whole person consists of attending to the persons mind, body, spirit, and the environment. Blended medicine, the first component of a healing hospital, refers to the use of both conventional medicine and complementary and alternative therapies. Conventional medicine is an evidence-based meaning that its clinical utility and effectiveness in the treatment of a given disease has been validated through high-quality clinical trials. Alternatively, the treatments may have been shown to be more effective in the treatment of a certain disease or they may have withstood the test of time. Complementary and alternative medicine, on the other hand, employs techniques that...
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...Health Hospital. The Hope has an Outpatient Mental Health Clinic/Facility. It provides different levels of therapy for the mental health patients. In the Particle Hospital Program (PHP) it is designed to provide four groups of intense therapy that is provided by a license therapist. The groups can be a combination of three group sessions with an individual session or all four group sessions. The patients that enter into the program must be assessed by a license therapist, nurse, and the psychiatrist will assess to see if the patient meets criteria for the program. There are some situations where a patient won’t be accepted in the program. Some of the unacceptable criteria could be related to mental state, physical state, type of benefits patient possess, and other issues. We also provide an Intensive Outpatient Program (IOP). This is a less intense program than the Outpatient Program. The patients will interact in three group sessions a day four days out of the week. The psychiatrist does have to admit the patient into this program. This decision can be made by the nurse who has to be a RN and the therapist. These programs are designed to help the patients maintain, function, and cope with their mental illness. It is also a tool to keep the patients from re-entering the mental hospital as frequent (Anthem Blue Cross, 2013). This proposal will illustrate the importance of an outpatient facility that is rewarding to the patients as well as to the hospital organization...
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...is an unexpected occurrence involving death or serious physical or psychological injury, or the risk thereof. What would be considered a serious injury would be a loss of limb, or its function and, or loss of life. These events are called sentinel events because they require immediate attention from JHACO. The goal of JHACO in this area is to reduce injuries such as inpatient suicide, initiate the wrong surgery, fatal falls and infant abduction just to name a few. JHACO has established national safety goals for all health care organizations: • Improve the accuracy of patient identification. • Improve the effectiveness of communication among caregivers. • Improve the safety of using high-alert medications. • Eliminate wrong-site, wrong-patient, and wrong-procedure surgery. • Improve the safety of using infusion pumps. • Improve the effectiveness of clinical alarm systems (Franko, 2002). Therefore, if the rules are not followed by the health care organizations then they are in jeopardy of losing their accreditation. These standards are in effect to maintain universal standards nationwide in the event that a health care professional would like to work in different locations. They would be aware of the JHACO rules and regulation. The standards that any health organization must follow are any direct care related to patient safety addressing such issues as medication use, infection control, surgery and anesthesia, transfusions, restraint and seclusion, staffing and staff competence...
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...Narayana Hrudayalaya Heart Hospital Aryaman Thakker, FSLE IV, 28627 Narayana Hrudayalaya Heart Hospital Aryaman Thakker, FSLE IV, 28627...
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...THLEAD 420 Quality of Care Exercise When comparing nursing homes located in Washington at Medicare.gov the two facilities that I am comparing is Park Rose and Tacoma Lutheran Home (TLH). When looking at the results for Park Rose the number of total residents is ninety and the total number of licensed nurse staff per resident per day is one hour and forty-eight minutes. I think for a facility of this type, where elderly patients are living, that the time nursing staff spends with the residents is on average compared to the rest of Washington State. If I were to pay for a facility like this for a family member of mine I would want nursing staff to spend more hours per day with my loved one. Although, I do know that a nurse’s time is limited and having ninety residents to care for is high. Looking at TLH it seems to be the same when comparing it to Rose Park. With the total number of licensed nurse staff hours per resident per day at one hour and fifty-five minutes, but there are 147 total residents. Again this facility is around the average for Washington State, if looking for a place for a loved one I would not like how many more residents there are in this facility because that may stretch a nurse’s time even more. What I found to be interesting about the information available on this site and when comparing the two facilities is the number of complaints and incidents with each. Although the TLH had no complaints about their facility they did have four incidents. I was not...
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...Cosmetic surgery: the magic potion? A study by Psychology Today magazine shows that many people are not satisfied with their looks: 60,000,000 do not like their noses; 30,000,000 do not like their chins; 6,000,000 do not like their ears and 6,000,000 do not like their eyes. Unfortunately, science has achieved so far to try to meet our society's unhealthy level of ‘perfect body'. Cosmetic surgery: the hype of the moment. But is it the magic potion? Certainly not. To begin with, there is no point in cutting into a healthy body. How small the operation might be, for example cosmetic nose surgery, there is always a chance something goes wrong. The numbers are very alarming: in 20% of all cases, the patient has to recover from the damage he experienced. Although serious risks such as blindness and heavy lung problems are rather rare, less serious risks may not be concealed: chronic pain, allergic reaction, delayed or prolonged healing, ... In any case, cosmetic surgery is far from pain free. And what is more: a number of surgeries have already failed. ‘The magic potion' caused a many people to die because of operations that were far from needed. To take one example: the 36-year old housewife Lorraine Batt, mother of three young children, came to an untimely death as the result of surgery that would make her belly more pretty to look at. Such tragic events are a strong warning that our society has to move into a less appearance-focused...
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...Perpetual Mercy Hospital 1. How would you describe the consumer decision process for patronizing an ambulatory health care facility? (Type of service, initiator) Based on the case, it appears that customers choose health care services based on what they can afford, the choice of doctors available, services needed, and location. The ambulatory services became popular due to the ability for Perpetual Mercy Hospital to offer services with greater mobility and efficiency than before. Also, consumers tend to choose hospitals based off their needs and the radium in which they work. For instance, some customers have employer-related doctor visits such as workers’ compensation exams and pre-employment exams. These type of exams consist of basic check-ups and fluctuate with hiring by local employers. 2. How would you characterize the DHC’s performance after being open eleven months from a financial, marketing, operations, and hospital-wide perspective? From a financial and operational perspective, the hospital did not perform well in 1999 and 2000. Based on exhibit 5, there was a net loss each month beginning May 1999 and March 2000. On the other hand, from a marketing perspective, the hospital was successful in sending out referrals to individuals who have private-held insurance coverage. The large amount of Medicare customers prevented the hospital in meeting financial performance goals, in that this type of coverage includes subsidization. 3. What is your prognosis for the...
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