...11. Culture of Quality at Arnold Palmer Hospital Why is it important for Arnold Palmer to get a patient's assessment of health care quality? Does the patient have the expertise to judge the health care he/she receives? Arnold Palmer Hospital exists due to its customers (patients). Knowing the customers' expectations is very important for improving the hospital's services. If patient/s is/are disgruntled by any service/s, the hospital should be thinking about ways to improve their process. Further, a patient's assessment enables the hospital to know whether their services would be recommended to others, after all, word of mouth is the best advertising. Also, patients will not have the expertise to judge the quality of health care they received, if and only if, they have not been provided with the detailed information on their health problems and the corresponding medical diagnosis/treatments. Considering the fact that the patients are provided with this information at Arnold PalmerHospital, I believe that patients can judge better regarding their own care than any third-party organizations or health inspectors. How would you build a culture of quality in an organization, such as Arnold Palmer Hospital? In my eyes, customer satisfaction is everything. So, it would be very important for me to ensure that the hospital staff cares for the patients, and that the staff is responsive to the patient’s needs. Further, all the four determinants of quality have to be successfully met: ...
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...Why is it important for Arnold Palmer to get a patient's assessment of health care quality? Does the patient have the expertise to judge the health care he/she receives? Arnold Palmer Hospital primarily focuses on providing quality health care to their patients, seeking feedback from patients helps the hospital in knowing customer's expectations which is important in improving their services. If customer expectations are not met, the hospital should be thinking about the ways to improve their process/services. Furthermore, a patient's assessment enables them to improve performance and achieve better results. It also helps in providing the staff with the information they need to improve performace which would lead to better patient satisfaction. Keeping patients and their family satisfied is essential for the hospital's success and growth. Poor customer service may result in negative word-of-mouth that the hospital wants to avoid. Patients today can judge better regarding their health care quality than anyone else. When patients are given quality service experience and provided with the detailed information on their health problems and the corresponding medical diagnosis and treatments they will be in a position to judge the health care he/she receives. How would you build a culture of quality in an organization, such as Arnold Palmer Hospital? Arnold Palmer Hospital's primary goal is to provide quality health care to their patients. To achieve this goal they have to ensure...
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...Founded in 1989, Arnold Palmer Hospital is one of the largest hospitals for women and children in the U.S., with 431 beds in two facilities totaling 676,000 square feet. Located in downtown Orlando, Florida, and named after its famed golf benefactor, the hospital, with more than 2,000 employees serves an 18- county area in central Florida and is the only Level 1 trauma center for children in that region. Arnold Palmer Hospital provides a broad range of medical services including neonatal and pediatric intensive care, pediatric oncology and cardiology, care for high-risk pregnancies, and maternal intensive care. The Issue of Assessing Quality Health Care Quality health care is a goal all hospitals profess, but Arnold Palmer Hospital has actually developed comprehensive and scientific means of asking customers to judge the quality of care they receive. Participating in a national benchmark comparison against other hospitals, Arnold Palmer Hospital consistently scores in the top 10% in overall patient satisfaction. Executive Director Kathy Swanson states, “Hospitals in this area will be distinguished largely on the basis of their customer satisfaction. We must have accurate information about how our patients and their families judge the quality of our care, so I follow the questionnaire results daily. The in-depth survey helps me and others on my team to gain quick knowledge from patient feedback.” Arnold Palmer Hospital employees are empowered to provide gifts in value up to $200...
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...OPERATIONS MANAGEMENT STRATEGIES AT ARNOLD PALMER HOSPITAL Question 1 Arnold Palmer Hospital exists due to its customers who are the patients. Knowing the customers' expectations is very important for improving the hospital's services because as part of the total quality management at the hospital where process of continuous improvement, there is always room for improvement and perfection. If patient(s) is or are disgruntled by any service(s), the hospital should be thinking about ways to improve their process. Further, a patient's assessment enables the hospital to know whether their services would be recommended to others as word of mouth is the best advertising. Also, patients will not have the expertise to judge the quality of health care they received, if and only if, they have not been provided with the detailed information on their health problems and the corresponding medical diagnosis/treatments. This is why all discharged patients are sent a detailed survey form involving strategic areas at Arnold Palmer Hospital two weeks after discharge such as; satisfaction by the patient, respect given by the employee, quality of care, access to information by patients, quality of medical staff, coordinated care, if they received education needed concerning the area of patients concern and the quality of discharge information given to the patients. Considering the fact that the patients are provided with this information at Arnold Palmer Hospital, I believe that patients can judge...
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...Why is it important for Arnold Palmer to get a patient's assessment of health care quality? Does the patient have the expertise to judge the health care he/she receives? Arnold Palmer Hospital primarily focuses on providing quality health care to their patients, seeking feedback from patients helps the hospital in knowing customer's expectations which is important in improving their services. If customer expectations are not met, the hospital should be thinking about the ways to improve their process/services. Furthermore, a patient's assessment enables them to improve performance and achieve better results. It also helps in providing the staff with the information they need to improve performace which would lead to better patient satisfaction. Keeping patients and their family satisfied is essential for the hospital's success and growth. Poor customer service may result in negative word-of-mouth that the hospital wants to avoid. Patients today can judge better regarding their health care quality than anyone else. When patients are given quality service experience and provided with the detailed information on their health problems and the corresponding medical diagnosis and treatments they will be in a position to judge the health care he/she receives. How would you build a culture of quality in an organization, such as Arnold Palmer Hospital? Arnold Palmer Hospital's primary goal is to provide quality health care to their patients. To achieve this goal they have to ensure...
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...Founded in 1989, Arnold Palmer Hospital is one of the largest hospitals for women and children in the U.S., with 431 beds in two facilities totaling 676,000 square feet. Located in downtown Orlando, Florida, and named after its famed golf benefactor, the hospital, with more than 2,000 employees serves an 18- county area in central Florida and is the only Level 1 trauma center for children in that region. Arnold Palmer Hospital provides a broad range of medical services including neonatal and pediatric intensive care, pediatric oncology and cardiology, care for high-risk pregnancies, and maternal intensive care. The Issue of Assessing Quality Health Care Quality health care is a goal all hospitals profess, but Arnold Palmer Hospital has actually developed comprehensive and scientific means of asking customers to judge the quality of care they receive. Participating in a national benchmark comparison against other hospitals, Arnold Palmer Hospital consistently scores in the top 10% in overall patient satisfaction. Executive Director Kathy Swanson states, “Hospitals in this area will be distinguished largely on the basis of their customer satisfaction. We must have accurate information about how our patients and their families judge the quality of our care, so I follow the questionnaire results daily. The in-depth survey helps me and others on my team to gain quick knowledge from patient feedback.” Arnold Palmer Hospital employees are empowered to provide gifts in value up to $200...
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...Running head: WOULD YOU RECOMMEND A FRIEND TO OUR HOSPITAL? 1 David M. Dowling Operations Management I Southwestern College 20 January 2011 Week 3 – The Culture & Quality at Arnold Palmer Hospital Running head: WOULD YOU RECOMMENT A FRIEND TO OUR HOSPITAL? 2 Abstract In this paper I will demonstrate the importance of instilling a culture of quality in employees and why it’s essential to establish a concise mission statement, code of ethics, procedures and processes that employees can utilize in order to carry out the hospitals philosophy and mission. I will also show what systems and processes I would set up in a new hospital to achieve a culture of quality in a hospital. The paper will also show some of the processes that the Arnold Palmer Hospital in Orlando, Florida uses to achieve such a high success rate in customer satisfaction. The bottom line of this paper is that it’s easy to claim or make the statement that a hospital provides a quality service. It’s another thing to deliver. Learned and established techniques from this text will help an operations manager achieve the desired goal for establishing an environment of quality, excellence and profitability. Running head: WOULD YOU RECOMMEND A FRIEND TO OUR HOSPITAL? 3 INTRODUCTION...
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...Principles of OPERATIONS MANAGEMENT Seventh Edition r Jay Heizer Jesse H. Jones Professor of Business Administration Texas Lutheran University Barry Render Charles Harwood Professor of Operations Management Crummer Graduate School of Business Rollins College PEARSON Prentice Hall Upper Saddle River, New Jersey 07458 About the Authors vi Foreword xx Preface xxi PART i l l 1, Introduction to Operations Management 1 Operations and Productivity 1 Global Company Profile: Hard Rock Cafe 2 What Is Operations Management? 4 Organizing to Produce Goods and Services 4 Why Study OM? 4 What Operations Managers Do 7 How This Book Is Organized 7 The Heritage of Operations Management 8 Operations in the Service Sector 9 Differences between Goods and Services 10 Growth of Services 11 Service Pay 12 Exciting New Trends in Operations Management 12 The Productivity Challenge 14 Productivity Measurement 15 Productivity Variables 17 Productivity and the Service Sector 19 Ethics and Social Responsibility 20 Summary 20 • Key Terms 21 • Solved Problems 21 < Self-Test 22 • Internet and Student CD-ROM/DVD Exercises 22 • Discussion Questions 22 • Ethical Dilemma 23 • Problems 23 • Case Studies: National Air Express 24; Zychol Chemicals Corporation 25 • Video Case Study: Hard Rock Cafe: Operations Management in Services 25 • Additional Case Study 26 • Bibliography 26 • Internet Resources 26 Developing Missions and Strategies 34 Mission 34 Strategy 35 Achieving Competitive...
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...Frist define a change, it is something that presses people out of their comfort zone, it is inevitable, and it is better or for the worst, depending on where, and how people may view it. Change does have a necessary aspect of life and work. The world is changing more rapidly than ever. It is probable that people will have to cope with a variety of changes in the near future. The cycle of change begins when someone sees the challenge, and this challenge can be a threat to people within the organization, but it can also be an opportunity for growth and expansion. Either way, seeing the challenge awakens the need to change. There are three steps to the cycle of change and these steps are Unfreeze, Transition, and Refreezes (Akin, Dunford &, Palmer, 2006), and this will going to describe how the cycle of change works and the specific change that needs to occur within the cycle of change. Lewin’s change model is a good example as a cycle of change model for understanding the concepts of straightforward change...
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...Naimat Ullah Khan Cell: 0092‐300‐3663512/ cckarachi@yahoo.com As Coordinator@ Lincoln Corner Karachi (LCK): • • • • • • Executing LCK library routines, entertaining information queries related to the United States from students, professionals, scholars, NGOs etc. Participated in different local & National workshops & demonstrated strong communication & presentation skills in business operations & marketing of LC Karachi. Initiated different projects, strengthen the communities with LCK Children Club, Kids Summer Club & LCK discussion Club. Maintain LCK‐Google Groups, social networking tools like Youtube Channel, Facebook & picasaweb web events gallery etc. Achieve assigned targets, prepared official documentation, reference catalogues, Alerts & record updates etc. Registered LC Karachi & host institution with different local & international organizations and build collaborations. Prepared thematic & inspirational programs to promote cultural diversity & share the American values with the people of Pakistan to produce harmony & friendship. Promoted & coordinated Youth Exchange & Study Program, US Education Foundation Pakistan, and Mission’s Public Affair Section. Communicate & broadcast the information to targeted audience, negotiate with organizational heads & CEOs in programs planning & delivering results. Organize Literacy oriented programs with different platforms & communities...
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...Beginning theory An introduction to literary and cultural theory Second edition Peter Barry © Peter Barry 1995, 2002 ISBN: 0719062683 Contents Acknowledgements - page x Preface to the second edition - xii Introduction - 1 About this book - 1 Approaching theory - 6 Slop and think: reviewing your study of literature to date - 8 My own 'stock-taking' - 9 1 Theory before 'theory' - liberal humanism - 11 The history of English studies - 11 Stop and think - 11 Ten tenets of liberal humanism - 16 Literary theorising from Aristotle to Leavis some key moments - 21 Liberal humanism in practice - 31 The transition to 'theory' - 32 Some recurrent ideas in critical theory - 34 Selected reading - 36 2 Structuralism - 39 Structuralist chickens and liberal humanist eggs Signs of the fathers - Saussure - 41 Stop and think - 45 The scope of structuralism - 46 What structuralist critics do - 49 Structuralist criticism: examples - 50 Stop and think - 53 Stop and think - 55 39 Stop and think - 57 Selected reading - 60 3 Post-structuralism and deconstruction - 61 Some theoretical differences between structuralism and post-structuralism - 61 Post-structuralism - life on a decentred planet - 65 Stop and think - 68 Structuralism and post-structuralism - some practical differences - 70 What post-structuralist critics do - 73 Deconstruction: an example - 73 Selected reading - 79 4 Postmodernism - 81 What is postmodernism? What was modernism? -...
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...The DO s Dr. Andrew Taylor Still, 1828 –1917 THE DOS OSTEOPATHIC MEDICINE IN AMERICA Second Edition NORMAN GEVITZ The Johns Hopkins University Press Baltimore & London © 1982, 2004 The Johns Hopkins University Press All rights reserved. Published 2004 Printed in the United States of America on acid-free paper 246897531 The Johns Hopkins University Press 2715 North Charles Street Baltimore, Maryland 21218-4363 www.press.jhu.edu Library of Congress Cataloging-in-Publication Data Gevitz, Norman. The DOs : osteopathic medicine in America / Norman Gevitz.–2nd ed. p. ; cm. Rev ed. of: The D.O.’s. c1982 Includes bibliographical references and index. ISBN 0-8018-7833-0 (alk. paper) — ISBN 0-8018-7834-9 (pbk. : alk. paper) 1. Osteopathic medicine—United States—History. [DNLM: 1. Osteopathic Medicine—history—United States. WB 940 G396d 2004] I. Gevitz, Norman. D.O.’s. II. Title. RZ325.U6G48 2004 615.5′33′0973—dc21 2003012874 A catalog record for this book is available from the British Library. Frontispiece courtesy of the Still National Osteopathic Museum, Kirksville, Missouri. For Kathryn Gevitz This page intentionally left blank CONTENTS Preface & Acknowledgments ix Chapter 1 Andrew Taylor Still THE MISSOURI MECCA IN THE FIELD 39 1 22 Chapter 2 Chapter 3 Chapter 4 STRUCTURE & FUNCTION EXPANDING THE SCOPE 54 69 85 Chapter 5 Chapter 6 THE PUSH FOR HIGHER STANDARDS A QUESTION OF IDENTITY The California Merger 101 115...
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...Text and Context in Russian Legislation With Specific Reference To The Russian Constitution Nigel J. Jamieson* ABSTRACT Law and politics have a closer inter-textual relationship in Russian jurisprudence than would be understood generally of any European legal system. The closeness of this inter-textual relationship can be partly explained by history, culture, and language, as also by dialectics, ideologies, and literature. Concepts of law, government, and the state, together with concepts of federalism, democracy, and the rule of law, can vary so markedly from their apparently translatable equivalents that, even when recognising the formal concept of a codified Constitution, the inter-textual relationship between the enacted law and politics remains so dynamic as to be impossible to tell which it is, of law or of politics, that is the text, and which the context. This inter-textual relationship remains so strongly and continuously dynamic at the level of public and international law that the customary division by which lawyers, and common lawyers especially, assume law to be the text and politics to be the context carries a critical risk. This paper identifies that risk in terms of law, literature, and logic, as well as in terms of history, politics, and dialectics. To focus solely on law as a specialism without any more syncretic and synergic account of the other contributing disciplines, is to make the textual tail of the law wag the contextual dogsbody...
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...OPERATIONS MANAGEMENT TESTBANK CHAPTER 1: Introduction to Operations Management TRUE /FALSE 1. Some of the operations-related activities of Hard Rock Café include designing meals and analyzing them for ingredient cost and labor requirements. True (Global company profile, easy) 2. The production process at Hard Rock Café is limited to meal preparation and serving customers. False (Global company profile, easy) 3. All organizations, including service firms such as banks and hospitals, have a production function. True (What is operations management? moderate) 4. Operations management is the set of activities that create value in the form of goods and services by transforming inputs into outputs. True (What is operations management? easy) 5. An example of a "hidden" production function is money transfers at banks. True (What is operations management? moderate) 6. One reason to study operations management is to learn how people organize themselves for productive enterprise. True (Why study OM, easy) 7. The operations manager performs the management activities of planning, organizing, staffing, leading, and controlling of the OM function. True (What operations managers do, easy) 8. "How much inventory of this item should we have?" is within the critical decision area of managing quality. False (What operations managers do, easy) 9. In order to have a career in operations management, one must have a degree in statistics or quantitative methods. False (What operations managers do, easy)...
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...Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB 13FM01 MB 13FM02 MB 13FM03 MB 13FM04 MB 13FM05 MB 13FM06 MB 13FM07 MB 13FM08 MB 13FM09 MB 13FM10 MB 13FM11 MB 13FM12 MB 13FM13 MB 13HR01 MB 13HR02 MB 13HR03 MB 13HR04 MB 13HR05 MB 13HR06 MB 13HR07 MB 13HR08 MB 13HR09 MB 13HR10 MB 13MM01 MB 13MM02 MB 13MM03 MB 13MM04 MB 13MM05 MB 13MM06 MB 13MM07 MB 13MM08 MB 13MM09 MB 13MM10 MB 13MM11 MB 13MM12 MB 13MM13 MBA- FUNCTIONAL ELECTIVE- 2013-14...
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