...LINCOLN COUNTY HOSPITAL HAWKEYE (Telemedicine program) Overall idea: We plan to propose that the hospital continue its quality initiatives and advertise to patients via low-cost options. We think the hospital could market telemedicine to in-home users, cardiac patients and a range of inpatients (expanding services offered to inpatients). Our assessment differs from others in that negotiating with payers (where possible) is also a consideration. 1. Background/Situation Assessment SWOT Analysis Strength: Strong partners (providence sacred heart) Physician alignment Competition is less First telemed program there 24 hours (ER, helipad) Low cost Funding from local club organizations Advanced technology (detailed monitoring) Weakness: Limited resources Community is small Unknown community reaction to new technology Single service line (cardio, one machine) Accurate assessment of internal buy-in? Threats: Competition can be there (other telemed program Valley or Deaconess or other national chains/organizations) Patient can lack confidence, as it’s new Policy critical access status Poor outcomes Opportunities: With ACA, re-admissions can decrease, patient satisfaction can increase Reducing costs, shared savings programs with 3rd party insurers Expand service lines/ inpatient Increase in revenue and reimbursements InTouch Reduces cost for patient Improving community good-will Increased appeal for Physician recruitment Federal...
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...examining patient's medical history, analyzing patients, order and clarify diagnostic test, diagnose a patient’s injury or illness, provide treatment, placing back broken bones and immunize patients, teach patients and their families about illnesses and care, provide counseling for patients and their families, prescribe the correct medicine for patients, evaluate and document a patient’s progress on their charts, and educate on the latest treatments to ensure the quality of patient care. Physician Assistants work in offices of physicians, hospitals (state, local, private), outpatient care centers, government, and educational services (state, local, private). Work of a physician assistant can be overwhelming and stressful at times. Physician assistants are always doing something and always on their feet, making rounds and evaluating patients. During surgeries, physician assistants stand for an extended period of time. When working in hospitals, physician assistants will be on call to come at any time with little notice and that includes weekends and holidays....
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... conceptual thought in this area tends to be dominated by a single theoretical perspective. In this paper we describe and contrast three views of organizational politics (functionalist, interpretive and radical) according to their differing structures, processes and outcomes. Each view, or lens, directs attention to some aspects of politics and away from others, and each has strengths and weaknesses embedded in it. In order to assess whether multiple perspectives on politics can be fruitfully applied simultaneously, we describe and analyze a case of a hospital administration engaged in budgeting games and illusion making. The data for the case were collected using naturalistic inquiry and multiple methods including structured and unstructured interviews, review of documents, observation of meetings and casual interaction facilitated by frequent visits over a ten-month period. The case revolves around the hospital administrators' attempts to deal with what they termed a "disastrous deficit" and the most serious financial situation in the hospital's history. Strategies for dealing with the funding agency and board of directors included the management of meaning and communications about the term "deficit." The three perspectives on organizational politics highlight different dynamics in the case. The interpretive perspective on politics assumes that parties exert influence by constructing the meaning of what others experience. Focusing on a deeper structure of power...
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...Lapointe & Rivard/Resistance to IT Implementation RESEARCH ARTICLE A MULTILEVEL MODEL OF RESISTANCE TO INFORMATION TECHNOLOGY IMPLEMENTATION1 By: Liette Lapointe Faculty of Management McGill University 1001 Sherbrooke Street West Montreal, Quebec H3A 1G5 Canada liette.lapointe@mcgill.ca Suzanne Rivard HEC Montreal 3000 Côte Ste-Catherine Road Montreal, Quebec H3T 2A7 Canada suzanne.rivard@hec.ca of the nature of the relationships between these components and (2) refine our understanding of the multilevel nature of the phenomenon. Using analytic induction, we examined data from three case studies of clinical information systems implementations in hospital settings, focusing on physicians’ resistance behaviors. The resulting mixeddeterminants model suggests that group resistance behaviors vary during implementation. When a system is introduced, users in a group will first assess it in terms of the interplay between its features and individual and/or organizational-level initial conditions. They then make projections about the consequences of its use. If expected consequences are threatening, resistance behaviors will result. During implementation, should some trigger occur to either modify or activate an initial condition involving the balance of power between the group and other user groups, it will also modify the object of resistance, from system to system significance. If the relevant initial conditions pertain to the power of the resisting group vis-à-vis the system...
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...Advancing Effective Communication, Cultural Competence, and Patient- and Family-Centered Care A Roadmap for Hospitals Quality Safety Equity A Roadmap for Hospitals Project Staff Amy Wilson-Stronks, M.P.P., Project Director, Health Disparities, Division of Quality Measurement and Research, The Joint Commission. Paul Schyve, M.D., Senior Vice President, The Joint Commission Christina L. Cordero, Ph.D., M.P.H., Associate Project Director, Division of Standards and Survey Methods, The Joint Commission Isa Rodriguez, Project Coordinator, Division of Quality Measurement and Research, The Joint Commission Mara Youdelman, J.D., L.L.M., Senior Attorney, National Health Law Program Project Advisors Maureen Carr, M.B.A., Project Director, Division of Standards and Survey Methods, The Joint Commission Amy Panagopoulos, R.N., M.B.A., Director, Division of Standards and Survey Methods, The Joint Commission Robert Wise, M.D., Vice President, Division of Standards and Survey Methods, The Joint Commission Joint Commission Mission The mission of The Joint Commission is to continuously improve health care for the public, in collaboration with other stakeholders, by evaluating health care organizations and inspiring them to excel in providing safe and effective care of the highest quality and value. The inclusion of an organization name, product, or service in a Joint Commission publication should not be construed as an endorsement of such organization, product, or services, nor is failure...
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...Sam Mirza CASE 9.2 Style of Case and Citation: Midler vs. Ford Motor Co. 849 f.2D 460 9th Cir. 1988 Court Rendering Final Decision: U.S. District Court Identification of Parties and Procedural Details: Ms. Midler (plaintiff), suit against Ford and Young & Rubicam for appropriation. The District Court entered judgment for Ford and Young & Rubicam, and Ms. Midler appealed. Discussion of the Facts: In 1985, Ford Motor Company and its advertising agency Young & Rubicam, Inc., advertised Ford Lincoln Mercury with series of 30 or 60 seconds TV commercials. Different popular songs of the 70s were used, and the agency tried to get the original singers to sing them. It failed to get the original singer, the agency used ‘sound-alike.’ Young & Rubicam requested that Ms. Midler sing the song, and she refused. Young & Rubicam hired a sound alike, instructing her to imitate Ms. Midler to the best of her ability. After the commercial aired, Ms. Midler and the sound alike were told by numerous people that it sounded exactly like her. Ms. Midler name and likeness were not used in the commercial, and Young & Rubicam had obtained permission from the copyright holder to use the song. Statement and Discussion of the legal Issues and Disputes: Ms. Midler pursued a common law claim against Young & Rubicam and Ford Motor Co., using her distinctive voice in an advertisement, which she had not authorized. She did not seek damages for use of the song, which would have been...
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... sexual orientation, age, race, occupation, and location of residence (country, state, and region). Name: Abraham Lincoln Birthdate: October 16, 1980 Age: 16 years, 0 months Gender: Male Ethnicity: Caucasian Education: 9th grade Report Writer: Alex Washington Date of report: September 3, 2014 Location of patient: South California I. Chief Complaint/Presenting Problem Within this section, you will include the patient’s primary complaint verbatim to identify and describe the main source of his or her distress and/or concerns. If there is no verbatim complaint, include observable information to create an overall picture of the presenting problem. Typically, this section within a psychological report seeks to answer the following question (further elaboration within this section is encouraged where possible): Abraham Lincoln is a 16 year old, single, Caucasian, left handed male who has been admitted to an psychiatric hospital on a involuntary hold because he has become of danger to other and himself. On January 15, 1996 Lincoln threatened to kill himself with a knife after a heated argument which occurred with his father. After the argument the father found a couple of picture Lincoln...
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...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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