...HOW TO USE CLASSICAL MANAGEMENT APPROACH IN UTILIZING ACCIDENT &EMERGENCY DEPA RMENT? BY ZAHRA AHMED EBRAHIM Master in Business Administration General Management Organization and Business Management Open Asia e University 2011 Introduction Background of the Study A number of approaches to the structure and management of organizations developed during the late 1800s and early 1900s .The early philosophies are traditionally labelled classical theory while the later approaches include systems theory and contingency theory. The classical approach to organization focuses efficiency through design. Eleanor and Phillip (2009) kept four elements to build classical theory: division and specialization of labour, chain of command, organizational structure, and span of control. The first element emphasised about dividing the work reduces the number of task that lead to proficiency and specialization. The second element is the chain of command which is meant the hierarchy of authority and responsibility within the organization. However, the collaboration between staff and there managers improve the efficiency and productivity of the unit. Moreover, the third element is organizational structure that describes the arrangement of the work group. The design of the Organization is intended to faster the organization survival and success. Finally, the span of control addresses the pragmatic concern of how many employees a manager can effectively supervise. The later approaches...
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...Economics of an Urgent Care Center in a Market of Emergency Departments One of the contributors to the rising cost of Healthcare can be attributed to the over use of emergency departments (EDs) for non-emergency needs. In the greater Capitol/First/Beacon Hill area there are three major hospitals (Virginia Mason, Harborview, and Swedish) with emergency rooms and no urgent care centers with the exception of Group Health which is restricted to Group Health insurance members. The question I asked myself is, “Why does Group Health have urgent care for their insurance plan members and the major hospitals in Seattle do not.” Urgent vs. Emergency Care A study by the CDC showed that approximately 70 % of emergency department visits can be treated in a typical primary care or urgent care setting and another study by National Center for Policy Analysis demonstrated that only 13% of patients that sought treatment in the emergency department were clinically appropriate. Reasons for non-emergency visits to the ED range from access issues to primary care providers (wait times, no primary care provider assigned, or no insurance) to a lack of knowledge that they could have been treated at an urgent care or primary care setting. There are good reasons to visit the emergency department: * Trauma due to an accident or assault | * A wound that will not stop bleeding | * Shortness of breath | * Vomiting blood | * Chest pain | * Sudden loss of consciousness...
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...Decreasing the Incidence of Non-Urgent Emergency Department Visits in Patients at PrimaryPlus Cynthia D. Schaefer MSN APRN, FNP-BC Maysville, Kentucky An Evidenced-Based DNP Project Report presented to Frontier Nursing University in partial fulfillment of the Degree: Doctor of Nursing Practice September 16th 2016 Dr. Jana Esden Committee Chair Name and Credentials of the chair None Committee Co-Chair (if applicable) Name and Credential of the co-chair Dr. Adit Ginde Content Expert Name and Credentials of the content expert Due in the Registrar’s Office for Graduation September 16th 2016 Decreasing the Incidence of Non-Urgent Emergency Department Visits in Patients at Primary Plus Cynthia D. Schaefer MSN APRN, FNP-BC Maysville, Kentucky Associates Degree in Nursing, Lincoln University, 1995 Bachelor’s Degree in Nursing, University of Missouri St. Louis, 1998 Master’s of Science in Nursing, Northern Kentucky University, 2008 An Evidenced-Based DNP Project Report presented to Frontier Nursing University in partial fulfillment of the Degree: Doctor of Nursing Practice September 16th 2016 Dr. Jana Esden Committee Chair Name and Credentials of the chair None Committee Co-Chair (if applicable) Name and Credential of the co-chair Dr. Adit Ginde Content Expert Name and Credentials of the content expert Due in the Registrar’s Office for Graduation September 16th 2016 Abstract Title: Decreasing the Incidence of Non-Urgent Emergency Department Visits in Patients...
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...Decreasing the Incidence of Non-Urgent Emergency Department Visits in Patients at PrimaryPlus Cynthia D. Schaefer MSN APRN, FNP-BC Maysville, Kentucky An Evidenced-Based DNP Project Report presented to Frontier Nursing University in partial fulfillment of the Degree: Doctor of Nursing Practice September 16th 2016 Dr. Jana Esden Committee Chair Name and Credentials of the chair None Committee Co-Chair (if applicable) Name and Credential of the co-chair Dr. Adit Ginde Content Expert Name and Credentials of the content expert Due in the Registrar’s Office for Graduation September 16th 2016 Decreasing the Incidence of Non-Urgent Emergency Department Visits in Patients at Primary Plus Cynthia D. Schaefer MSN APRN, FNP-BC Maysville, Kentucky Associates Degree in Nursing, Lincoln University, 1995 Bachelor’s Degree in Nursing, University of Missouri St. Louis, 1998 Master’s of Science in Nursing, Northern Kentucky University, 2008 An Evidenced-Based DNP Project Report presented to Frontier Nursing University in partial fulfillment of the Degree: Doctor of Nursing Practice September 16th 2016 Dr. Jana Esden Committee Chair Name and Credentials of the chair None Committee Co-Chair (if applicable) Name and Credential of the co-chair Dr. Adit Ginde Content Expert Name and Credentials of the content expert Due in the Registrar’s Office for Graduation September 16th 2016 Abstract Title: Decreasing the Incidence of Non-Urgent Emergency Department Visits in Patients...
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...Emily Auerswald and her children need care for minor illnesses or injuries, they head to a shopping center near Annapolis that has a Starbucks, a Five Guys hamburger joint and an urgent care center. Such centers treat the most common injuries and illnesses -- including colds, ear infections, cuts and back pain -- in addition to taking X-rays and performing simple blood, urine and drug tests. Doctors Express in Edgewater is open nights and weekends, and accepts walk-ins without an appointment. Since 2008, the number of facilities has increased from 8,000 to 9,300. That includes about 400 in the District, Maryland and Virginia -- and that's not counting smaller and more limited walk-in clinics in pharmacies...
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...wealth of tools and techniques to help with planning and achieving change. Based on HLsP’s experience, the team refined the approach and focused on the tools that really help clinicians to formulate, sell and negotiate their vision of change, and then to plan for successful implementation. the tools presented in this booklet are the ones that clinicians and managers participating in change management programmes considered most helpful. We recommend that you read the Introduction since this summarises the key issues and approach taken. thereafter you have a choice. either follow the booklet from beginning to end, or go to the sections where you feel you will get the most benefit. The Who of change The How of change The What If of change Case studies 1 For more information watch the film...
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...distribution and consumers’ willingness to pay (Light & Hughs, 2001). With the growing demand for health care and government coverage compounded with the decline of doctors and health resources to meet such demand, governing agents and economists have had to use alternative methods to ration these goods to sustain health resources to maximise its benefit i.e., through implicit and explicit rationing. This essay therefore aims to describe both methods used in regards to booking systems of elective services in New Zealand, to portray how health resources are prioritised upon patients but furthermore aim to show how although implicit methods are desirable, explicit rationing adopted in New Zealand is a more practical option to not only sustaining health resources but provides consumers the ability to make rational choices regarding personal and familial health. For the scope of this essay we will discuss both elective and urgent conditions, because the blurred lines separating the two. An elective condition is a non-urgent illness that does not require immediate treatment, whereas an urgent condition is one where that if left untreated can result in either death or disability (Derret, 2005). However, in relation to elective service prioritisation in practice it is difficult to differentiate what accounts for an elective surgery and what is urgent. For example, a non-urgent illness if left untreated may progress into a more acute or chronic health issue. Historically, prior...
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... MARCH 21, 2016 ORGANIZED LABOR AND HUMAN RESOURCES PLANS ORGANIZED LABOR AND HUMAN RESOURCES PLANS ABSTRACT Health care organizations are labor intensive; the costs of staff are about two thirds of total expenses. This makes human resources the most significant input component in delivery of health services. Heath professions occupations are highly fragmented by skills area. About 100 different types of positions are required to staff a general acute care community hospital. Acquiring and retaining a qualified work force are among the most significant tasks facing health care management (Longest & Darr). In this paper I will discuss what I have learned throughout this course, and develop a plan in the human resource department for an urgent care clinic and include information that was learned from this unit. ORGANIZED LABOR AND HUMAN RESOURCES PLANS Developing a human resources plan for an urgent care clinic includes how urgent care clinic can staff, recruit, retain, develop and provide compensation to their employees. Urgent care clinic has establish a phase for its...
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...Patients living in poverty face multiple barriers to quality healthcare. The concept of “primary care …as a regular source of care characterize by continuity, comprehensiveness, co-ordination, availability and convenience” is a foreign concept (Wetta-Hall, et-al., 2005, p. 12). The Affordable Care Act (ACA) seeks to partially address this issue by providing insurance to all Americans. The case study identified that as a result of the poor having insurance “primary care increased but use of emergency services fell, and over time total health care costs declined” (Total health care, 2012). When the uninsured needed healthcare regardless of urgency they used the familiar and convenient emergency department which was substantially more expensive...
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...Wee-Care Urgent Medical Website Plan 1909 Oak Bluff Trail Austell, Georgia 30122 770-942-3199 weecare.com Monifa Mwangi January 4, 2011 Executive Summary One of the top complaints of individuals seeking non-critical emergency services is wait time. For emergency room visits, a patient may spend 2-3 hours in an emergency waiting room for non-critical treatment such as fever, cough, sprains, etc. Quick2treat is an online concept developed to allow consumers access to WeeCare’s current office wait times and allows the patient to schedule an appointment, or hold their place in line for urgent care treatment. Once the patient has confirmed the appointment time, the patient is guaranteed to be seen within 15 minutes upon arrival. Internet registration for non-life threatening emergency department services that allows patient and family to avoid dreaded time in a waiting room. The concept of Quick2treat follows current technology for real-time online status reporting used by the airport industry, amusement parks “fast pass” system and online reservation services in restaurants. The market indicates that there is a significant need for quality “urgent” care other then emergency services provided by area hospital’s emergency rooms. Currently, the clinic employs competent, well-educated physicians and support staff to respond to the current needs of patients, however, there is room for growth. WeeCare has developed an excellent reputation with many of patients, through...
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...A N A S S E S S M E N T O F T H E SAFETY NET in Detroit, Michigan Urgent Matters The George Washington University Medical Center School of Public Health and Health Services Department of Health Policy Acknowledgments The Urgent Matters safety net assessment team would like to thank our community partner, the Voices of Detroit Initiative (VODI), for its help in identifying key safety net issues in Detroit and connecting us with stakeholders in the community. At VODI, Lucille Smith was instrumental in coordinating our site visits, interviews and focus groups and an essential resource through the course of the project. We would also like to thank Amani Younis for her help in facilitating two of our focus groups. The Voices of Detroit Initiative is a partnership between the leading health system providers in Detroit, federally qualified health centers and the Detroit Health Department. VODI focuses on bringing all segments of the community together to address the issues of access to cost-effective health care for the uninsured. We would also like to acknowledge William Schramm at the Henry Ford Health System for providing us with important information and resources regarding the emergency department at Henry Ford Hospital. The Urgent Matters team would also like to recognize the many individuals in the Detroit health care community who gave generously of their time and provided important and useful insights into the local safety net system. The...
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...Ethics case study Ashley Bruckman March 12, 2013 HCS/335 Introduction Jerry McCall is Dr. William’s office assistant. He has received professional training as both a medical assistant and a LPN. He is handling all the phone calls while the receptionist is at lunch. A patient calls and says he must have a prescription refill for Valium, an antidepressant medication, called in right away to his pharmacy, since he is leaving for the airport in thirty minutes. He says that Dr. Williams is a personal friend and always gives him a small supply of Valium when he has to fly. No one except Jerry is in the office at this time. What should he do? In this case study I am going to answer a few questions and give some advice to jerry. Jerry is just on call while Dr. Williams is away; even though he has had medical assisting and LPN training does not qualify him to refill the prescription. LPN’s do see patients while the Doctor is out but for prescriptions the doctor must authorize it. The fact that the medications are to make the patient comfortable while he is flying is not an urgent matter. If the situation were more impotant I could see where it would be hard for jerry to tell the patient he can’t refill him prescriptions; nevertheless he is not authorized. It would not make any difference if the medication was for high blood pressure or something that had to be taken daily, jerry is still not licensed to prescribe anything so his hands are completely tied in this situation...
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...Transforming an Electrophysiology Practice To Impact Timeliness of Care Studies of the U.S. healthcare system have indicated that timely access to appropriate providers improves the delivery, quality, and outcomes of care. Conversely, delayed or limited access contributes to patient/provider frustration, poorly coordinated care, unnecessary emergency room visits, and potential increases in the burden and cost of disease. A recent high-profile crisis in health care focused on prolonged and unfair wait times at Veterans Health Administration (VHA) facilities that led to potentially preventable morbidity and mortality. In response to this, the Institute of Medicine (IOM) was commissioned by the VA to understand experiences and opportunities throughout the nation related to the scheduling of and access to health care. In a very recent publication from October 2015, the IOM summarized their findings and established that inappropriate scheduling practices are a systemic problem across the entire nation and called for an end to arbitrary scheduling standards, for more transparency, more accountability, and for more attention to be paid to the “corrosive culture” that led to the manipulation of data in the system (1). The report also concludes that opportunities exist to implement enhanced practices and strategies. Appropriate Access To Care Within 48 Hours has been identified as one of the top priorities of the Spectrum Health System. To measure access, Spectrum Health uses...
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...Waiting time for elective care is defined as the time that elapses between firstly the physician’s decision to admit a patient for elective surgery following clinical assessment and secondly the date of hospital admission1The 2005 edition of the Fraser Institute Report on Hospital Waiting Lists in Canada indicates that wait times for plastic surgery are the second lengthiest of all specialties2The objective of our study was to study the relation between various types of patients admitted in the department of plastic and re-constructive surgery at Sher-i- Kashmir Institute of Medical Sciences,J&K and their respective waiting times.The study was conducted for a period of one year from 1st October 2013 to 30th September 2014.It was a prospective observational study carried out on the patients admitted in the ward of plastic and re-constructive surgery. The study was done based on the interviews from relevant informants, study of records .Out of the total of 2238 patients admitted 495 cases were that of RTA(road traffic accidents), 162 bear mauls, 135cleft palate, 117 cleft lip,99 tin cut injuries,90 PBC(Post burn contracture) hand,72 cases of...
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...MBA 5101 Unit 1 Case Study Gary Campbell Our text defines a tort as “a civil wrong” and negligence as “a tort, a civil or personal wrong” (Pozgar, 2012). Negligence as it is related to healthcare is an unintentional commission or omission of an act that a reasonably prudent person or organization would or would not do under normal circumstances. Not following a recognized standard of care could be considered negligence. The case I have chosen to study is one from the Circuit Court of Baltimore City Maryland and is that of Enso Martinez a minor by and through his parent (Rebecca Fielding) vs The Johns Hopkins Hospital in Baltimore Maryland July 2013. I would describe this as a landmark, “David vs Goliath” case involving medical negligence in the form of nonfeasance and malpractice. Reckless and willfulness disregard for safety is called criminal negligence and is often considered a form of gross negligence, a more serious tort (Pozgar, 2012). The question in my mind throughout the read was; “did the conduct of the provider and the hospital constitute criminal negligence”? The jury’s verdict and plaintiff’s award seemed to suggest yes. As a health professional, while I might agree with the Jury’s decision, I’m not so sure I agree with the size of the award. Did Johns Hopkins Hospital (the Hospital), negligently fail to perform a timely Caesarean section, causing Martinez to suffer from cerebral palsy, retardation, and other disorders. The following are...
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