...DRUG DEVELOPMENT SCIENCE Obstacles and Opportunities for Collaboration Among Academia, Industry and Government January 13–14, 2005 Washington, DC David Korn, M.D. Donald R. Stanski, M.D. Editors DRUG DEVELOPMENT SCIENCE Obstacles and Opportunities for Collaboration Among Academia, Industry and Government Report of an Invitational Conference Organized by The Association of American Medical Colleges Food and Drug Administration Center for Drug Development Science, at the University of California, San Francisco January 13-14, 2005 Washington, DC David Korn, M.D. Donald R. Stanski, M.D. Editors DRUG DEVELOPMENT SCIENCE ACKNOWLEDGEMENTS This is the report of a conference convened by the Association of American Medical Colleges and the Food and Drug Administration in response to the FDA white paper entitled “Innovation or Stagnation: Challenge and Opportunity on the Critical Path to New Product Development”. The conference was partially supported by the FDA. The AAMC acknowledges with gratitude the additional support provided by Abbott Laboratories, Cephalon, Inc., Eli Lilly and Company, GlaxoSmith Kline, Merck & Co. Inc., and Pfizer, Inc. The conference planning committee consisted of Drs. David Korn, Joel Kupersmith, Carl Peck, Donald Stanski, and Janet Woodcock. Figures 1 and 2 are taken from the FDA white paper. The back cover composite is derived from charts presented at the conference by Dr. Peter Corr, Pfizer, Inc. The report was designed by Douglas Ortiz, AAMC...
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...Dehra Van Kuiken, Myra Martz Huth ital signs (VS) are indicators of physiological functioning and include temperature, respiratory rate, fieart rate (pulse), and blood pressure (BP). Health care professionals measure VS to assess, monitor, evaluate, and document an individual's physiological status or change in condition (Royal College of Nursing, 2011). Depending on the individual's condition, VS are monitored and recorded routinely by policy, tradition, or expert opinion, whether needed or not (Evans, Hodgkinson, & Berry, 2001; Zeitz & McCutcheon, 2006). Five years ago, pédiatrie nurse leaders and evidencebased practice (EBP) experts from children's hospitals across the country voiced concerns about the frequency of VS at a National Summit for Pédiatrie and Adolescent EvidenceBased Practice (Melnyk et al., 2007). This summit resulted in our team formulating a clinical question, searching for the evidence, critically appraising the evidence, and formulating conclusions on normal parameters. Before the question on the frequency of ys could be addressed, two fundamental questions needed exploration, and thus, became the focus of our work. The questions are: • Among pédiatrie patient ages 1 through 5 years, what are "normal" VS parameters? • Among pédiatrie patient ages 1 through 5 years, what is a signifieant elinical change in VS? The purpose of this systematic review was to determine the best evidence for normative parameters for VS in healthy children 1 to 5 years of age and what...
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...Standardization of Nursing Protocol for Cardiac Arterial Bypass Patients Abstract Evidence-Based Practice (EBP) is an important factor in determining medical courses of action. Nurses have long used tradition rather than evidence in making decisions about beside care; to convince them to switch practice, it is useful to draw a comparison between the efficacy of these disparate routes. Our study designed a research question based on the PICOT model for the cardiac floors and designed procedures using the Kotter and Cohen’s Model of Change. In order to study the effect discussed in our PICOT question, a web search was conducted and the quality of each pertinent study reviewed. Introduction In the nursing staff of an adult Cardiac Surgical Care unit, how does the buy-in from the staff for Evidence-Based Practice (EBP) changes in a new Coronary Arterial Bypass Graft (CABG) pathway affect the decreases in infection rate among this patient population when compared to the old way of delivering patient care through nursing tradition in a six month time frame? The formation of a guideline for practice in nursing is not a new occurrence; books and manuals have been a reality for many years. However, in the past these resources lacked the evidence for standards of care, which traditionally have been based on professional consensus and tradition. The Joint Commission has recognized processes that can be measured regarding patient outcomes and care in order to meet standards for Medicare...
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...Art Vs. Science: Defining Nursing in Modern Society Between five student nurses attending University of Texas Medical Branch, a discussion was undertaken to define nursing as either a science or an art. The following synopsis is a summary of that discussion between students. What is a nurse? Nurse comes from the Latin word “nutrire” which also means to nourish and nurture (Hood, 3). According to the Merriam-Webster Dictionary (2011), in order for something to be an art form it must be defined as: 1 a form or medium of expression recognized as fine art. 2 an unconventional form or medium in which impulses regarded as artistic may be expressed. 3 an undertaking or activity enhanced by a high level of skill or refinement. Nurses, choose to showcase their inner art, in their ability to care for patients in a holistic manner. To nurture someone is an art, an art that not everyone holds and not everyone masters. Yet nurses are experts in caring and nurturing others, and such gift has impacted Americans allowing the nursing profession to be the most trusted one in our country. You cannot teach someone skills from a textbook. It’s not possible to break down love into a scientific equation. Sympathy is not a formula and intuition is not taught. All of these unique crafts are part of an art; an art that is used to care for strangers whom we treat like family. Nursing is a wonderful profession and while it may be viewed as an art by some, others view it as a science. The definition...
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...Running head: DIFFERENCES IN COMPETENCIES ADN VS BSN The Differences in Competencies between Nurses Prepared at the Associate Degree Level vs. the Baccalaureate Degree Level. A competent nurse has the knowledge and skills needed to perform well in her work environment. There has been much discussion over how the level of competency is affected by a nurse’s educational preparation. Before the influence of Florence Nightingale there was no formal education for nurses and their work and social status was considered very low. Now partly because of the work of our nursing pioneers nurses are respected and educated professionals. In the United States there are currently three recognized routes to becoming a Registered Nurse. There are Diploma Schools which are hospital based and rely on the apprentice model, the Associate Degree, started by Mildred Montag in response to a post World War II nursing shortage and the Baccalaureate degree. According to the American Association of Colleges of Nursing, Fact Sheet: Creating a More Highly Qualified Nursing Workforce:” The fact that new nurses pass the licensing exam at the same rate does not mean that all entry-level nurses are equally prepared for practice. The NCLEX tests for minimum technical competency for safe entry into basic nursing practice.” The test does not differentiate between the ADN and BSN educational backgrounds. The ADN graduates from a two year program most often in a Community College...
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... |Type of health care change situation where model best applies | |Kotter’s 8-Step Change |The Kotter 8-Step Change model is considered a people-driven approach that helps people to |Kotter’s 8-Step Change Model applies best in implementing a change that is | |Model |see the reason for change. The theory behind this model is that people change when they are |driven by emotion. In healthcare, improving patient satisfaction is an ideal | | |shown the truth because this influences their feelings. Emotion is at the heart of change. |objective for using Kotter’s Model. An example of using a change model for | | |Kotter’s successful change leaders find a problem or a solution to a problem and then show |improving patient satisfaction through decreasing wait times was implemented | | |people using engaging and compelling situations to change behavior. Each of the 8 |at Family Medicine Clinic’s Pharmacy in Abu Dhabi. While, the objective of | | |steps/actions is implemented to drive a new behavior. For example, the first step in the |the project was to improve patient satisfaction through improving patient | | |model is to Create a Sense of Urgency. The result will be s change in behavior where people |waiting time for medications collection it also included improving patient’s | | ...
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...Identifying and Reducing High Staff Turnover Introduction The Information Technology Department (IT) at ABC Hospital is comprised of the following Teams: Radiology IT, Radiation Oncology IT, Lab IT, Cardiology IT & Peri-operative IT Teams. The focus of the IT Department is to provide IT Support for the clinical applications utilized by the respective departments that they support. The IT department focuses on application support, incident management, project management, and a strong focus on customer service. Customers include Physicians, Radiologists, Technicians, Nurses, Clerical Staff, Billing staff, and Administrative Staff. The IT Staff is customer facing, they are required to interact with stakeholders on a daily basis. IT also serves as a liaison between the clinical departments and the technical IT Departments within ABC Hospital. IT focuses on understanding the IT needs of each department and verbalizes this in technical terms to the technical IT Department. IT department is staffed with eleven staff members and is managed by one Manager. Each IT sub department has a Team Lead who is directly responsible for each team meeting all IT & Clinical Department goals & objectives. Brady Consulting Services has been hired by ABC Hospital to provide an analysis and recommendations on the cause for high staff turnover within the IT Department. Over the past 2 years the IT Team has seen a high volume of staff turnover within the Lab IT, Radiation Oncology...
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...that there is an optimum patient outcome for each and every one of the people that walk through the doors of the emergency room and get admitted. A1. The current practice in the emergency department that I work in when admitting a patient to the medical floor goes something like this. 1. Emergency department doctor enters orders for a consulting doctor to come and look at the patient to determine if an admission is warranted. 2. The consulted admission doctor assesses the patient and determines admission diagnosis. 3. Orders are written for admission. 4. Admission orders and chart is assessed to determine if the patient meets inpatient or observation criteria by case management registered nurses. 5. Once inpatient vs. observation status is determined, case management puts up an indicator on patient chart that bed can be ordered. 6. Primary RN requests bed from bed board using computerized bed request form. 7. Bed board assigns room to patient and places an indicator on patient chart with room number. 8. Primary nurse calls floor that patient is assigned to and asks to speak to nurse assigned to patient. 9. Phone report is given to accepting nurse. 10. Patient care tech transports patient to room. 11. Accepting nurse and CNA from the floor settle patient into room. 12. If accepting nurse has any questions, they call back down to the nurse they received report from. A2. This process is clunky and takes a lot of time...
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...Watkins, M.D. (2012). How managers become leaders. Harvard Business Review, 90, 65-72. Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26, 66-85. One definition of management is: “Getting things done through other people.” Yukl, in contrast, states “the essence of leadership in organizations is influencing and facilitating efforts to accomplish shared objectives’ (p. 66). 1. Yukl presents a table on p. 68 that lists 15 leadership behaviors. a. Which of these behaviors are more commonly exhibited by both managers and leaders? (1 point) Answer: If I accept the above definition that management is “getting things done through other people”, and that Yukl considers leaders to influence and facilitate efforts to accomplish shared objectives, then I have determined that there are seven of Yukl’s behaviors that are commonly exhibited by both managers and leaders. These include: planning, clarifying, monitoring, problem solving, recognizing, empowering, and networking. Yukl’s task-oriented behaviors, described as leadership behaviors, can also be relevant for managers who “get things done through other people”. On page 69, Yukl describes that task-oriented behaviors “ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.” These are specific, measurable concepts that a manager can delegate to “get things...
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...safe handover : safe patients guidance on clinical handover for clinicians and managers diSclaimer This publication has been produced as a service to ama members. although every care has been taken to ensure its accuracy, this publication can in no way be regarded as a substitute for professional legal or financial advice and no responsibility is accepted for any errors or omissions. The ama does not warrant the accuracy or currency of any information in this publication. The australian medical association limited disclaims liability for all loss, damage, or injury, financial or otherwise, suffered by any persons acting upon or relying on this publication or the information contained in it, whether resulting from its negligence or from the negligence of employees, agents or advisers or from any cause whatsoever. cOPyriGhT This publication is the copyright of the australian medical association limited. Other than for bona fide study or research purposes, reproduction of the whole or part of it is not permitted under the copyright act 1968, without the written permission of the australian medical association limited. safe handover : safe patients guidance on clinical handover for clinicians and managers PREPARED BY THE AUSTRALIAN MEDICAL ASSOCIATION LIMITED ABN: 37 008 426 793 2006 Adapted from the British Medical Association’s resource ‘Safe Handover: Safe Patients.’ Dr Mukesh Haikerwal President, Australian Medical Association Dr Geoff Dobb Chair, AMA Coordinating...
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...enumerated by Grossman and Valiga (2009) are the well-known great man theory, trait theory, situational theory, and the contemporary theory. The great man theory has the notion that leaders are born and not made, whereas the trait theory categorizes leaders as that of certain qualities that correlate with leadership skills. The situational theory, on the other hand, gives significance to the particular situation for a leader to be effective. Contemporary type of leadership seems to be the practice of modern kinds of leaders. The contemporary theory of leadership combines the leaders, his/her followers, and the situation at hand for leadership to be effective. Our group all agree that the Kaiser Permanente Ambulatory setting practices both the contemporary and trait theories of leadership. We have seen leaders and managers appointed to their positions based on their attribute from people they know and some appointed based on support from their team members. The nurse leaders especially are selected based on how involved they are with their teams, how they manage conflicts and their performance on fiscal responsibility. The nurse leaders are recognized as followers of the mission and vision of the organization, that is, providing quality and affordable care for members and the vision for the organization as a leader in healthcare in the country. Leadership Theory of Each Key Player in KP Ambulatory Care Nursing Practice The Department Administrator (DA), Provider/Physician (MD), Registered...
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...cooperation B. Relations with People • Two basic lessons – Men are complex and men are different • Enable superiors to know subordinates as human beings • Must be in a position to satisfy them • Understand implications of his own actions • Consistent and clear decisions C. Pitfalls of Perception • Worst difficulties come from misperceiving reality • Successful leader is prepared for such misperceptions • Psychological difficulty of being a subordinate • Understanding leader doesn’t consider them inferior, but maintains a psychological distance • Eliminate phony democracy D. Goals in Development • Balance risks and returns • Executive must watch long term growth of his men • Long run growth vital part of continuing leadership • Development limited only by contributions E. Dealing with Tact • No genuine growth without some teaching • Superior must take cognizance of subordinate’s successes and failures • Adequate communication very important • Leader must know how to use followers traits and skills F. Secrets of Symphony Orchestra Conductor • Men must have requisite skills and training • Psychological setting for...
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...cosmetics, greeting cards, convenience foods, along with other items under the customers’ demands or needs. It also provides health services. CVS pharmacy provides more than 600-Minute Clinics for medical services and consultations. They also have a Diabetes Care Centers. These clinics are mostly located within CVS stores. In 2008 it was the largest for-Profit employer in Rhode Island. It was founded in 1963 under the name of Consumer Value Store. Stanly Goldstein and Ralph Hoagland also funded it as a discount health and beauty aid store. CVS/pharmacy is the retail division of CVS Caremark. CVS pharmacy reinvented the pharmacy to help peopled by assisting them to better health. To do so, they provided access and personalized experts for both the stores and the online services under CVS.com. CVS pharmacy has more than 26,000 pharmacists dispensing prescriptions and providing additional services. Pharmacists also provide flu vaccinations and face-to-face patient counseling. These services provided while helping to lower health care costs and improve health outcomes. CVS/pharmacy offer customers alternatives to national brands providing and meeting customers’ specific needs and wants. CVS/pharmacy has three segments to operate its business. It has its pharmacy services, which provide a range of PBM that include plan design and administration. This formulates management, discounted drug benefits, Medicare Part D services, mail-order and specialty...
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...WDA- FASTCAT CASE PHASE 1 HRM A GROUP-3 2013 The document highlights the development and implementation of the internal structure. TABLE OF CONTENTS Contents Executive Summary _____________________________________________________________________________ 1 Strategy and Objectives_________________________________________________________________________ 2 Organization Objective .................................................................................................................................2 Cost control Highlights ............................................................................................................................2 Innovation .....................................................................................................................................................2 Increase customer base ...........................................................................................................................2 End to end solution ...................................................................................................................................2 Customer satisfaction ...............................................................................................................................2 Employee value creation .........................................................................................................................2 Un-parallel product quality ................................................
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...Developing & Implementing a Measurable Strategic Performance Management Framework and Automated Balanced Scorecard in a Medical Devices Company [pic] Implementation Case Study Becton Dickinson ANZ Copyright This publication is © Copyright 2004 ASVP Consulting Pty Ltd with all rights reserved. Except to the extent of the uses permitted under the Copyright Act 1968, no part of this publication may be reproduced or transmitted in any form or by any means including information storage and retrieval systems, without the prior written consent of ASVP Consulting Pty Ltd. Trade Marks Advanced Strategic Value Propositions™ is a trade mark of ASVP Consulting Pty Ltd. PulseSuite®, PulseManager®, PulseFinder® and Primed Online® are registered trade marks of Primed Online Pty Ltd. PulseProject™ is a trade mark of Primed Online Pty Ltd. Becton Dickinson, BD, and Helping All People Lead Healthy Lives are trademarks of Becton Dickinson Pty Ltd. Acknowledgements The kind assistance of Michael Lyon, CEO and the management team of BD Australia, and Grant Alecock, General Manager, and the management team of BD NZ is gratefully acknowledged. ASVP Consulting Pty Ltd ASVP Consulting Pty Ltd has written this independent case study on the implementation of a Balanced Scorecard Framework Solution in order to quantify the benefits accruing to BD and to highlight the potential benefits available to other organisations considering the implementation...
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