...Hospital Management Planning A. Operations 1. Productivity and efficiency methods 2. Management systems 3. Community services B. Management functions 1. Control 2. Policy and procedure development 3. Problem solving 4. Planning a. Annual Budget, Operational Budget, Budget Cash, Investment Budget b. Business plan c. Strategic plan d. Marketing plan 5. Organizing, directing, coordinating, and communicating C. Organizational behavior 1. Negotiation 2. Collaboration 3. Leadership 4. Motivation 5. Conflict management 6. Organizational change 7. Team building 8. Group process D. Strategic planning and development 1. Organization mission 2. Objectives/goals 3. Assessment a. Environment b. Strengths, weaknesses, opportunities, and threats 4. Plan 5. Implementation 6. Evaluation of achievement Hospice Management Plan A. Management functions 1. Control 2. Policy and procedure development 3. Problem solving ...
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...STACEY GARNER-REGIONAL MANAGER:ANJAIL SALIK-ASSISTANT REGIONAL MANAGER 8:00 AM - 5:00 PM MONDAY - FRIDAY. UNUSUSAL SCHEDULES EVERY TWO MONTHS THE WORKER IS ON CALL FOR CLASS I HOTLINES MONDAY - FRIDAY 5PM-1AM AND SATURDAY AND SUNDAY 7AM -1AM DAILY TRAVEL FOR CLASS 2 HOTLINES IN ST. LOUIS COUNTY AND WHEN ON CALL FOR CLASS I HOTLINES TRAVEL CONSIST THE ENTIRE ST. LOUIS AREA,NORTH,SOUTH,CITY COUNTY,JEFFERSON COUNTY EVERYWHERE BUT ACROSS STATE LINES The reporters that call in the hotlines are contacted to verify information and get additional if any. The reported adults, witness, involved persons, agencies, hospital social workers, fire departments employees, apartment leasing managers, social workers of senior buildings, police and building inspectors. Contact is made to collect evidence and complete the investigation. Physical effort includes walking, standing, and inhaling smoke, toxic, urine and feces . When investigating abuse, neglect and...
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...Brief review of Shouldice hospital operations management SHOULDICE HOSPITAL 1. In your view, what are the most important elements of the Shouldice system? Shouldice method Specialize in hernia repair – a niche market with substantial size Based on an innovative idea: Preliminary selection Early ambulation Procedure technique Comfortable environment reducing anxiety and encouraging quick recovery Focus on maximum value: perceived quality/value of the service provided to patients minus cost Proved efficiency 2. Assume that Shouldice, under new management, aspires to increase it volume by a factor of 10 over 5 years by expanding in 10 large cities in North America. List the changes you would implement at Shouldice to achieve this goal. (For this assignment, assume that financing could be secured, and the markets are available. Concentrate on the operational issue) 3. Which of the elements listed in section 1 will survive under the test of section 2, and which will have to be replaced? Challenges Key challenge – limited capacity and inability to satisfy demand. Risk of competitors responding to the demand with similar business model , changing the market in the longer term. Key question to stakeholders – stay small or grow? Solution - low cost/short term 1. Objective – to improve turnover by reducing average time spent in hospital. Time: Change schedule and have operations during the weekend. Involve patients in preparing for operation and reduce...
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...Journal of Management and Marketing Research Hospital management reform: a step to healthcare reform R. Peter Heine Stetson University E. Nick Maddox Stetson University Abstract Recent intensive dialogue and debate regarding healthcare reform has led provider administrators to renew their search for “best practices” around the country. Many organizations, particularly hospitals, because of their complexity, are seeking new paradigms that will improve their efficiency and effectiveness regardless of the outcome of the current reform debate. This paper suggest that implementing an organizational change model, specifically, socio-technical systems design, can lead to more teamwork, communications and improved patient service delivery in all areas of hospital operations. Within the STS frame, staff records detailed steps or unit operations in their patient care processes, and then engage physicians in determining what could go wrong in each of these unit operations. Finally, changing what happens or improving the way these steps happen can become a team effort involving both social (people) and technical solutions. The authors acknowledge the extreme difficulty of changing the dominant physicianfocused culture which would be the result of such a successful OD intervention. Keywords: hospital management, healthcare reform Hospital management reform, Page 1 Journal of Management and Marketing Research Introduction The healthcare industry is the subject of intense debate. Forces...
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...INTRODUCTION 1. Background When the word Hospital comes on our mind, the first thing we think about the queue that we have to pass away to get admitted on that hospital. Where every second means life of a person, waiting there for hours gives always a ridiculous feeling. Standing on that point, understanding the importance of time, we are planning to develop software for hospital management. Most of these facilities are today’s need of time. In this project an analysis has been made on the existing Hospital Management System. It is tried that the entire Hospital could be managed by within the system and users feel easy and comfortable to use the system. The system keeps a record of the patient, doctor and other staffs of the hospital management. The software also enables to update, delete the record and also provides the search facility. The system keeps information related to the persons who are willing to donate blood during emergency. 2. Objectives of Hospital Management System Main target is to provide reliable and efficient service to the members/nonmembers of the hospital who visited the hospital in search of it. 1. Patient registration. 2. Emergency Service. 3. Records Information about Hospital. 4. Blood Bank Maintenance. 5. Blood and Organ Donor Maintenance. 6. Doctor Consult. 7. Consultancy Record. 8. Staff Record Managements. 9. Patient Bill. 10. Staff...
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...Software Requirements Specification for Hospital Management Version 1.0 approved Lakshmi Niranjan LIBA Maveric 11-a 11-07-2014 Software Requirements Specification Table of Contents 1. Introduction 1.1 Purpose 1.2 Scope 1.3 Definitions, Acronyms, and Abbreviations 1.4 References 5. Overview 2. General Description 2.1 Product Perspective 2.2 Product Functions 2.3 User Characteristics 3. Specific Requirements 3.1 Functional Requirements 3.2 Performance Requirements 3.3 Non-Functional Requirements 3.4 Design Constraints Appendix A. 1 Hospital Management Process Diagram 1. Introduction 1. Purpose Basic Description of Problem The Administrator and staff of a hospital have been experiencing major headaches in organising and managing patients, beds, and nurses. There have been reports of missing patient information, lack of security and privacy on patient medical history, and confusion in bed allocations. Nurses have complained about mistakes in nurse allocation to patients, and bed management for waiting patients. The manual systems can not handle current demands on hospital staff. 2. Scope The purpose of this specification is to document requirements for a system to manage the hospital. The specification identifies what such a system is required to do. The specification is written in a format...
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... title: Designing a database structure system for management hospital information. Field of research: Information system; database structure; hospital information Section B: Aims This project is going to indicate a new database structure model used to manage information in hospital management with respect to utilizing information and communication technology. It will enhance hospital to retrieve, process and achieve all the information in specific health facilities in a security domain. In fact, the database structure is not really considered as an important aspect in patient informational management in hospital. From the synthesis of the results of current hospital, the management of information within the hospital will include: management of patient information, medical information, laboratory data, diagnostic results, treatments, financial, pharmaceutical, medical equipment and general operations of the hospital. There are numbers of documentation in the database, the problem is illustrated that a hospital database management does not have the same synchronization in all fields. Consequently, it is quite difficult for any information activity in the process. To help resolve this situation, our project will develop a new database structure model that can fit most of the hospitals at all levels and to manage large bodies of information (Malatesh Havanagi, 2012)...
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...Hospital management #include<iostream.h> #include<conio.h> #include<process.h> class all { private: struct address { int house; char street[30]; char city[30]; char state[30]; char country[30]; }; struct age { int day; int month; int year; }; struct patient_info { char name[50]; address AD1; //nested structure implemented age A1; //nested structure inplemented int martial_status; int reg_no; int bld_group; int sex; }PI[100]; int task; protected: void enter_patient_info(); void show_patient_detail(); public: void software_detail(); void tasks(); char answer; char answer1; char ch; int serial; }; class date { private: int date; int month; int year; public: void enter_date(); void show_date(); }; class dob { private: struct dob1 { int date; int month; int year; int rem; }DOB11[100]; public: void enter_date(); void show_date(); }; int i=0; int rem; int count; int regis; int attempt; int temp; int show_count=0; all A1; //object declared date D1; //object declared dob DOB1; //object declared void main() { count=0; cout<<"Welcome to..."<<" "; cout<<" ***HOSPITAL MANAGEMENT SOFTWARE***"<<" "; cout<<" By Mustafizur Rohman "<<" "; D1.enter_date(); A1.tasks(); ...
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...An Assessment of Medical Waste Management in Bawku Presbyterian Hospital of the Upper East Region of Ghana. Francis Abugri AKUM, Ghana (MPH, CEMBA, PhD Public Health Student of Texila American University) Email: akumfrancis@gmail.com Mob: +233 244 767 431 Abstract Background Medical waste unlike other ordinary waste poses serious health risk to the handlers, health staff, patients and the community. The area of medical waste management is neglected in most health care facilities in Ghana. The main objective of the study was to assess the Medical Waste management practices in Bawku Presbyterian Hospital of the Upper East Region of Ghana. Methods The study used structured questionnaires, observation checklist and key informant interview guide to collect data from management staff and waste workers. Results It was observed that there was low knowledge about medical waste among waste workers. Medical waste is not segregated, waste containers not coded/labelled, no secured storage area for waste, no budget specifically for medical waste management and no waste management manual in the hospital. Conclusion This study has shown that, waste management in the hospital is poor and has health implications to the handlers, staff, patients and visitors. Keywords: medical waste, Bawku Presbyterian Hospital, waste segregation, waste storage. Introduction Health care services generates waste just like other human activities which has to be managed and dispose...
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...Leadership and Management in a Magnet Hospital XXXXXXXXXXNAMEXXXXXX XXXXXUniversity Name hereXXXX Nursing Leadership and Management March 5, 2016 Leadership and Management in a Magnet Hospital The purpose of this paper is to compare and contrast traditional hospital management and the current magnet model hospital. According to Margaret McClure, a professor at New York University and president of American Nurses Association, Magnet Credential program has developed as a result of a collection of nursing leaders discussing nursing shortages, thirty years ago in the 1980’s. The term Magnet Hospital is used in reference to the particular certification and standard of nursing practice that has been established by the American Nurses Credentialing Center (ANCC). The ANCC, is a division of the American Nurses Association (ANA) and is delegated with the task of advocating for excellence in nursing care around the world. ANCC’s credentialing acknowledges and endorses specialized nursing certification in the individual nurse while promoting a safe and positive working hospital culture, (Summers, S. & Summers, H.J., 2015). Magnet status, at its core, encourages and supports leadership that has a goal of creating change while building strength, and honoring exceptional professional practice as well gaining knowledge through empirical study. Established on the premise of 14 forces of Magnetism nursing was assessed in 163 hospitals according to this criteria. The task...
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...RISK MANAGEMENT ASSESSMENT OF LYDIA BEVINS Risk management Assessment of Lydia Bevins Venkata Pulakanti HSM 542_W5_You Decide Keller Graduate School of Management Risk Management Assessment of Lydia Bevins Director of Risk Management- Felicia Larue, CEO for Little Falls Hospital Has brought the Case of Lydia Bevins to my attention to assess and ensure the rights of the patients and the risks that may be associated with Little Falls Hospital are minimal. Lydia Bevin is a 45 –year-old woman, has been on a ventilator for respiratory assistance for over six months because of an automobile accident. Lydia Bevins is paralyzed and is only able to communicate through head nods. It is uncertain as to whether Lydia Bevin is able and capable of making healthcare decisions on her own. She is married to Harry Bevins for four years. Mr. Bevins requested that the life sustain support keeping Lydia alive to be withdrawn. The Health Care Proxy Law of New York states that Harry Bevins has the “legal right to make decisions on behalf of his wife, since he is her legal guardian and surrogate decision maker.” (Health Care Proxy, 2001). Mr. Bevins states that his decision is made because, he and his wife had discussed this prior to the accident and what she would want to happen. There is an advanced directive: however, Mr. Bevins does not know the whereabouts as Lydia has the advance d directives prior to their marriage. Eileen Redfield, Lydia’s mother wants to give her child every...
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...You Decide Week 6 Little Falls Hospital Risk Management HSM 542 Health Rights and Responsibilities Purpose A risk management plan is created so as to support Little Falls Hospitals mission and vision statements as it pertains to the clinical risk of the hospital, patients, visitors, volunteers, and employee safety, and any possible operational, business, and property risks. Culture Principles The Patient Safety and Risk Management program will support Little Falls Hospitals philosophy; everyone is responsible for patient safety and risk management. It is essential to have participation and teamwork among providers, management, staff and volunteers. The Patient Safety and Risk Management program will be implemented with the coordination of multiple organizational and department functions and activities. Little Falls Hospital will support the introduction of a just culture with emphasis on evidence based best practices, learning from errors, and providing feedback instead of punishment and blame. In a just culture any unsafe conditions or hazards will be identified quickly, medical or patient care errors will be reported and analysed, open discussions of mistakes and suggestions for improvements are welcome with patient safety and risk management practices. Individuals will still be held accountable for compliance. When evaluation and investigation into errors reveals there has been reckless behaviour or there has been wilful violation of policies then disciplinary...
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...Beknopt MCU model met proces- en actorendiagram Modeldatum/tijd: 14-12-2014 23:13:48 Naam. Tim Zwarteveen Stud.nr. 1671287 Klas. CO11 Docent. Loek ten Berge Cursus. MPNL–BDK-13 Ziekehuiscase.ZwarteveenTM.16712867 (MCU.ZwarteveenTIM.10.DEC.14.v2.xmb, 14-12-2014 23:13:48) Inhoudsopgave Inhoudsopgave 1. Apotheek (1) ........................................................................................................................................................................................................5 2. Toewijzing aan actoren ...................................................................................................................................................................................... 6 Itemrelaties ................................................................................................................................................................................................................. 6 3. Basisprofiel ........................................................................................................................................................................................................... 7 Huisarts (2)...................................................................................................................................................................................................................... 8 4. 4. Toewijzing aan actoren ........................................................
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...Risk and Quality Management Assessment Diego Cuevas HCS 451 November 18, 2013 Dan Bucsko Risk and Quality Management Assessment Risk and quality management are vital to operating any kind of organization, but more so when dealing with an organization such as a hospital. Dealing with the lives and wellbeing of others is a huge responsibility. Some hospitals deal with more areas of services than others. Take John Muir Health for example, they provide a vast amount of services that range from primary care, emergency care, urgent care, rehabilitation, cancer treatment, children’s care, medical imaging, and more (John Muir Health, 2013). Of these areas of service require risk and quality management assessment. Other areas that do not always come to mind when thinking of risk and quality in a hospital include not only what goes on in the background such as, the IT departments but also what is right in front of the patients the moment they walk into the hospital. These services include the maintenance crew, the retail shops, parking garage, and the cafeteria area. In a hospital the purpose of risk management is to ensure both the safety of their patients and their staff as well as protecting the interest of the hospital (http://www.jacksonvilleu.com, 2013). On the other hand the purpose of quality management in a hospital is to ensure that certain standards are met when delivering care to patients and the same goes for the work environment that the staff is placed in. ...
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...Introduction: Delta Hospital Limited (DHL) is the pioneer organization for cancer diagnosis, treatment and management in the private sector in Bangladesh. It's provides the full range of radiation therapy and has a close working relationship with consultants, surgeon, Medical Oncologist & other physicians. Using state- of- the- art equipment their specialists are able to provide the best possible radiation therapy at their centers. Their Radiation Oncologists participate actively in international meetings and conferences on radiation therapy and are experts in their areas of specialization to ensure that our patients get the best and most appropriate care, a team of cancer specialists using multidisciplinary approach manages all patients. Mission: The company’s mission is to provide world class health care services in general and specialized medical fields at an affordable cost. They are providing specialized treatment service for cancer patient and they efforts are direction to become specialized in the fields of cancer diagnosis, treatment and prevention & also trying to open other specialized department. Specialty: 1. Friendly environment for all patients. 2. Specialized by modern equipment for cancer patient. 3. Located in its own campus at Mirpur. 4. A team of trained & experienced consultants for cancer and general patients. 5. Computer based customized database. 6. Transparency in all sector of patient management. 24 hour’s...
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