...solutions to solve global issues, such as nursing shortage, and the way the health system is developing. Based on research utilization proposals and highly trained staff, from management training, as well to support, and to nurse executives patient safety and health care quality is applied based on performance improvement projects. The components of a Model Magnet are exceptional professional practice, transformational leadership, empowerment, based on knowledge and innovation (American Nurses Credentialing Center, 2012). Magnet is something that demonstrates achievement. Magnet standards are also a set of standards to move toward (Chaney, 2002). The Forces of Magnetism According to, the American Nurses Credentialing Center (2012), in 1983 a research study was performed that identified 14 characteristics that differentiated the hospitals best able to recruit and retain nurses. These characteristics became the “Forces of Magnetism” that form the conceptual framework for the Magnet Recognition Program. They are a designation that indicates excellence in nursing practice. According to the ANCC, the forces are described as high-quality nursing leadership, an organizational structure that places nurses in executive positions, a management style that values and encourages employee feedback, flexible, forward-thinking personnel and staffing policies, continuous quality-improvement initiatives, adequate resources, in the form of nursing experts, nurses who are empowered to...
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...Electronic Staff Scheduling; Selection and Acquisition of a New System University of Phoenix Greg Trainer Electronic Staff Scheduling; Selection and Acquisition of a New System The staffing of a health care organization is a crucial part of running a successful and profitable business. The selection and acquisition process is an important part of any successful information technology project. Understanding the needs, costs, regulations, barriers, obstacles, security issues are all crucial parts of a successful selection and acquisition process. Understanding these parts of the process allows for the implementation of the staffing program. It is also requires a realistic time line for the entire process. During the summer of 2007, Memorial Health System in Colorado was using up to 100 nurses, therapists, administrative support personnel and other health professionals from outside staffing agencies at any given time. After deploying scheduling software, the three hospitals and about a dozen ancillary facilities of the Colorado Springs-based delivery system are using just four to six outside workers at a time. (Cutting Down on Temporary Staff, 2009) Understanding how to select and acquire a new program like a staffing program can increase a facilities overall success. Needs Assessment “A staff scheduling system should be more than just filling a hole or finding a warm body. You want a system that can find the appropriate person...
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...Sabor Inc. CENTRAL ISSUE: Sabor, Inc. is facing a potential shortage of supply of marconil, a new high-tech raw material for air filtration. During the past three weeks Sabor has been approached by three suppliers advising of this potential shortage and encouraging Sabor to sign long-term supplier contracts for the product to hedge against shortage. Sabor is not well-informed on the manufacturing process for marconil, however we are aware that two of the three component raw materials used to produce marconil are by-products from industrial processes and are reasonably stable. The third component raw material is the unknown. Further, we have heard rumors in a few years a much lower-cost substitute material for marconil might be developed. SIGNIFICANT FACTORS: 1. Potential interruption of supply of marconil (used for air filters) will have negative effect on sales revenues. 2. Current suppliers are pressuring Sabor to enter into long-term contracts. 3. Air filters currently represents 9% of corporate sales and is increasing 4. Current supply practice is to purchase needs on quarterly, semiannual or annual contracts. 5. Sabor is unknowledgeable in manufacturing process of marconil. 6. Rumors are that a lower-cost substitute for marconil will be developed in a few years. 7. Sabor air filters provide guaranteed continued sales volume for years due to replacement needs every six months 8. Marketing forecasts for moconil air filtration sales have been off-target (undervalued) ...
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...Chapter I Introduction Recently, we have been given the opportunity to know more about Davao Medical Hospital, which has been greatly of interest to us. The Hospital has become part of our lives for more than four years now. We spend 24 hours every week in Davao Medical Hospital for our duties. That is why today, and for a few days more, We as a group are indeed very grateful that upon the day we shall bid goodbye to Ateneo de Davao University, the institution who have inculcated us with good values and quality education and also become part of our lives for many years have given us the opportunity to know more the history of Davao Medical Hospital. This document aims to describe the in- depth information, history and other factors that have been utilized to the emergence of Davao Medical Hospital. The resources came from our orientation and meeting with Mrs. Vilma Comoda, R.N, MAN and the interviews and the written documents we have read. HISTORY OF THE DAVAO GENERAL HOSPITAL 1917 – Enacted by the Philippine Legislative as Davao Public Hospital with a 25 bed capacity. The Davao General Hospital at Davao City, way back in the year 1918, a just a Sick Ward set up by the District Engineer’s Office in Davao for the care and treatment of the sick laborer’s known as “Sakadas”, who were the brought in to help the development of Davao. In 1919, by virtue of Special Act of the Philippine Legislation which was passed in 1917, to establish...
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...47688_CH04_077_110.qxd 3/9/05 4:51 PM Page 77 CHAPTER 4 Workplace Communication Kristina L. Guo, PhD and Yesenia Sanchez, MPH Learning Outcomes After completing this chapter, the student should be able to: 1. Describe the communication process. 2. Understand the importance of feedback in the communication process. 3. Understand various verbal and nonverbal methods of communication. 4. Understand the common barriers to communication. 5. Utilize various methods to overcome communication barriers. Kristina L. Guo is an Assistant Professor of Health Services Administration in the Stempel School of Public Health at Florida International University in Miami, Florida. Professor Guo graduated from Florida International University with a PhD in Public Administration in 1999, and she holds a Masters in Public Health from the University of Miami. Prior to joining the Florida International University faculty, Dr. Guo accumulated extensive experience in the healthcare field. She was the Assistant Director of the University of Miami’s intellectual property division, where she conducted market and patent research and analyses. As the manager of several physician practices, she was responsible for formulating and implementing strategies to increase the organization’s viability and growth potential. She teaches health services management, organizational behavior, and health policy. Her primary areas of research are healthcare policy and management, where she has developed...
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...APPENDIX Checklists A Checklist A-1 Reviewing a Budget 1. Is this budget static (not adjusted for volume) or flexible (adjusted for volume during the year)? 2. Are the figures designated as fixed or variable? 3. Is the budget for a defined unit of authority? 4. Are the line items within the budget all expenses (and revenues, if applicable) that are controllable by the manager? 5. Is the format of the budget comparable with that of previous periods so that several reports over time can be compared if so desired? 6. Are actual and budget for the same period? 7. Are the figures annualized? 8. Test one line-item calculation. Is the math for the dollar difference computed correctly? Is the percentage properly computed based on a percentage of the budget figure? 333 334 APPENDIX A Checklists Checklist A-2 Building a Budget 1. What is the proposed volume for the new budget period? 2. What is the appropriate inflow (revenues) and outflow (cost of services delivered) relationship? 3. What will the appropriate dollar cost be? (Note: this question requires a series of assumptions about the nature of the operation for the new budget period.) 3a. Forecast service-related workload. 3b. Forecast non–service-related workload. 3c. Forecast special project workload if applicable. 3d. Coordinate assumptions for proportionate share of interdepartmental projects. 4. Will additional resources be available? 5. Will this budget accomplish the appropriate managerial objectives for...
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...Strengthening Patient Registration and Fraud Prevention using Cloud Computing Technology at George Hopesman-Wubarte Hospital By XXX Managerial Applications of Information Technology – MIS535 Professor XXX DeVry University, Keller Graduate School of Management August 17, 2013 Table of Contents 1.0 ABSTRACT3 2.0 BRIEF COMPANY BACKGROUND4 3.0 BUSINESS PROBLEM4 4.0 HIGH LEVEL SOLUTION5 5.0 GENERAL BENEFITS6 6.0 BUSINESS/TECHNICAL APPROACH AND IMPLEMENTATION PLAN 8 7.0 BUSINESS PROCESS CHANGES13 8.0 HISTORICAL RESEARCH15 9.0 TECHNOLOGY/BUSINESS PRACTICE19 10.0 CONCLUSION AND OVERALL RECOMMENDATIONS25 11.0 REFERENCE27 1.0 ABSTRACT George Hopesman-Wubarte Hospital (GHW) has been a nationally recognized leader in the healthcare industry for several years. However, in order to remain the innovative leader of its kind, the Greinly and Associates Consulting Group (GACG) has been asked to give some recommendations on how Information Technology can bring some improvements. The results of a conducted study of the patient information and medical records system indicted that a biometric known as Electronic Health Records (EHR) would drastically improve the timeliness and security of this process. A complete comprehensive study of the current antiquated system has been done. This study has allowed for the recommendations of how to implement the business and technical changes of the old system into the new EHR system to be brought forth. A theoretical analysis, backed...
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...The Russian Healthcare System Topic: The Russian Healthcare System 1. Introduction 1. History of Russia’s Healthcare System 2. The Russian Government’s Role in Healthcare 2. Body 1. Russian healthcare today 2. Healthcare availability, quality and cost 1. Access to care 2. Employee contribution 3. Private insurance 3. Becoming a healthcare provider in Russia 1. Training 2. Income 4. Hospitals in Russia 1. Rural Health Posts 2. Health Centers 3. Urban Polyclinics 4. Special Focus Polyclinics 5. Pharmaceuticals 1. Availability and affordability 2. Pharmacies in the Russian Federation 3. Conclusion 1. Conclusion The Russia Healthcare System Since the collapse of the Soviet Union the health of the Russian population has declined greatly as a result of social, economic and lifestyle changes. Before the 1990s Russia has a socialist model of healthcare which was centralized and integrated with the government providing free healthcare to all of its citizens. All health personnel were state employees and communicable disease had priority over non-communicable ones. Emphasis was placed on specialist and hospital care. The Russian Federation is the largest country in the world in terms of surface area and it covers an area of 17 million km2 with a coastline of 37653 km. The Russian population in...
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...Eastern Michigan University DigitalCommons@EMU Master's Theses and Doctoral Dissertations Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects 5-13-2003 Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson Flavia Xavier Follow this and additional works at: http://commons.emich.edu/theses Recommended Citation Xavier, Flavia, "Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson" (2003). Master's Theses and Doctoral Dissertations. Paper 4. This Open Access Thesis is brought to you for free and open access by the Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects at DigitalCommons@EMU. It has been accepted for inclusion in Master's Theses and Doctoral Dissertations by an authorized administrator of DigitalCommons@EMU. For more information, please contact lib-ir@emich.edu. HUMAN RESOURCES PRACTICES IN CORPORATE CULTURE COMMUNICATION: A CASE STUDY OF JOHNSON & JOHNSON by Flavia Xavier Thesis Submitted to the Department of Management Eastern Michigan University In partial fulfillment of the requirements For the degree of MASTER OF SCIENCE In Human Resources Management & Organizational Development Thesis Committee: Stephanie Newell, PhD, Chair Mary E.Vielhaber, PhD Diana Wong, PhD May 13, 2003 Ypsilanti, Michigan iii DEDICATION To God who has been a blessing my life with my beloved husband, Luis Felipe. iv ...
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...Health Care in the Early 1960s Rosemary A. Stevens, Ph.D. My topic, health care in the early 1960s, has a double set of meanings for me. I am a historian, and the 1960s are now "history," ripe for new interpretations. Yet I was also an immigrant to the United States in 1961, fresh from working as an administrator in the British National Health Service. The period immediately before the Medicare legislation in 1965 shines in my memory with the vividness of new impressions: those of a young health care student trying to make sense of the U. S. health care system, and indeed, of the United States. The health care system and the United States as a society stand, in many ways, as proxy for each other, now as then: The whole tells you much about the part, and the part about the whole. In the early 1960s, health care was already a massive enterprise. By the late 1950s, hospitals employed far more people than the steel industry, the automobile industry, and interstate railroads. One of every eight Americans was admitted annually as an inpatient (Somers and Somers, 1961). To study health care, with all its contradictions and complexities, in the 1960s as in the present, is to explore the character and ambiguities of the United States itself, that vast, brash, divided yet curiously hopeful Nation. On the face of it, the United States was a country blessed by plenty in the 1960s, with hospitals and professionals that were the envy of the world. Among the marvels of modern hospitals that...
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...Austin and Boxerman’s Information Systems for Healthcare Management Seventh Edition Gerald L. Glandon Detlev H. Smaltz Donna J. Slovensky 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [First Page] [-1], (1) Lines: 0 to 27 * 516.0pt PgVar ——— ——— Normal Page * PgEnds: PageBreak [-1], (1) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 AUPHA/HAP Editorial Board Sandra Potthoff, Ph.D., Chair University of Minnesota Simone Cummings, Ph.D. Washington University Sherril B. Gelmon, Dr.P.H., FACHE Portland State University Thomas E. Getzen, Ph.D. Temple University Barry Greene, Ph.D. University of Iowa Richard S. Kurz, Ph.D. Saint Louis University Sarah B. Laditka, Ph.D. University of South Carolina Tim McBride, Ph.D. St. Louis University Stephen S. Mick, Ph.D. Virginia Commonwealth University Michael A. Morrisey, Ph.D. University of Alabama—Birmingham Dawn Oetjen, Ph.D. University of Central Florida Peter C. Olden, Ph.D. University of Scranton Lydia M. Reed AUPHA Sharon B. Schweikhart, Ph.D. The Ohio State University Nancy H. Shanks, Ph.D. Metropolitan State College of Denver * [-2], (2 Lines: 2 59.41 ——— ——— Normal * PgEnds [-2], (2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 [-3], (3) Lines:...
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...2009 Malcolm Baldrige National Quality Award Application TABLE OF CONTENTS Glossary of Terms and Abbreviations Organizational Profile i Responses Addressing All Criteria Items Category 1: Leadership 1 Category 2: Strategic Planning 6 Category 3: Customer Focus 10 Category 4: Measurement, Analysis, and Knowledge Management 14 Category 5: Workforce Focus 18 Category 6: Process Management 23 Category 7: Results 7.1: Best Quality (Healthcare Outcomes) 27 7.2: Best Customer Service (Customer Focused Outcomes) 32 7.3: Best Financial Performance & Growth (Financial & Market Outcomes) 35 7.4: Best People and Workplace (Workforce Focused Outcomes) 38 7.5: Best 5 Bs (Process Effectiveness Outcomes) 41 7.6: Best 5 Bs (Leadership Outcomes) 45 GLOSSARY OF TERMS AND ABBREVIATIONS APP: Annual Planning Process 5Bs: AtlantiCare’s five “Bests” or performance excellence commitments – Best People and Workplace, Best Quality, Best Customer Service, Best Financial Performance, Best Growth ARMC : AtlantiCare Regional Medical Center ASC: Ambulatory Surgery Center ASPP: Annual Strategic Planning Process A AAAHC: Accreditation Association for Ambulatory Health Care AAI: AtlantiCare Administrators Incorporated AAP: Annual Action Plan B BFP: Best Financial Performance Big Dots: The system-level measurements or targets for each of the 5 Bs (performance excellence commitments). Business units...
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...Hospital Corporation of America (HCA) Analysis CPT Christopher F. Drum, CPT Scott Stokoe, LTJG Ann-Marie Noad U.S. Army-Baylor University Graduate Program In Health Care Administration A paper submitted in partial fulfillment of the requirements for HCA 5325 Strategic Management of Health Care Organizations 12 December 2003 Executive Summary Hospital Corporation of America (HCA) is a well-established, international health care industry leader that provides patient services on two continents. Ranked number one in both sales and profit rankings, HCA continues to provide quality health care as it expands into new markets. HCA provides its primary services through a variety of venues. In addition to its patient care mission, HCA has joined with the Federal government to provide education and scholarship programs. A strategic assessment of HCA was conducted to examine its current business strategies. A strengths, weakness, threats, and opportunities (SWOT) analysis indicated that HCA’s internal strengths outweighed its weaknesses and the external threats outweighed the opportunities. HCA’s current mission and values statements are sufficient to support its success, but improvements can be made in each. Primary strategic emphasis is through an application of expansion and maintenance of scope adaptive strategies. Secondary efforts include a limited application of market entry and competitive strategies. Applying a threat, opportunity, weakness, and strength (TOWS)...
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...Part III: Staffing Recruiting and Selecting Employees After reading this chapter, you should be able to deal more effectively with the following challenges: ▪ Understand approaches to matching labor supply and demand. El n Weigh the advantages and disadvantages of internal and external recruiting. Distinguish among the major selection methods and use the most legally defensible of them. 121 Make staffing decisions that maximize the hiring and promotion of the best people. El Understand the legal constraints on the hiring process. Specialty Cabinets Company had rapidly expanded from a two-person operation to a small business with 28 employees. This thriving business catered to those who needed high-end cabinet work in custom-built homes or office buildings. Specialty had been able to attract highly trained carpenters; however, the company's president realized that Specialty needed to hire an additional manager. She gave George Zoran, a senior supervisor with strong interpersonal skills, the responsibility for hiring the new manager. George posted the opening on the company bulletin board and put an ad online and in the "Help Wanted" section of the local newspaper and soon received numerous applications. George was particularly impressed with one candidate, Tim Wells. Tim had never worked in carpentry, but George thought Tim seemed personable and had sufficient managerial experience 146 Chapter 5: Recruiting and Selecting Employees 147 and ambition to handle the...
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...Licensed to: iChapters User Licensed to: iChapters User Human Resource Management Applications, 7th Edition Stella M. Nkomo, Myron D. Fottler, and R. Bruce McAfee VP/Editorial Director: Jack W. Calhoun Senior Acquisition Editor: Michele Rhoades Developmental Editor: Jennifer King Editorial Assistant: Ruth Belanger Marketing Manager: Clint Kernen Content Project Management: PreMediaGlobal Production Technology Analyst: Emily Gross Senior Manufacturing Buyer: Kevin Kluck Production House/Compositor: PreMediaGlobal Senior Art Director: Tippy Mcintosh Permissions Acquisition Manager/Photo: Deanna Ettinger Permissions Acquisition Manager/Text: Mardell Glinski Schultz Cover Designer: Stuart Kunkler, triartis communications Cover Image: Jacob Wackerhausen/iStock 2011, 2008, 2005 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product...
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