...Nikki Starnes November 28, 2011 3rd &4th block Anesthesiologists An anesthesiologist is a medical doctor who cares for a patient before, during and immediately following a surgical or medical procedure by administering the appropriate anesthesia and monitoring the patient for reactions and complications, and to ensure comfort and manage pain. Some of the primary responsibilities of an anesthesiologist include examining the patient to determine the type of anesthetic needed, communicating all relevant information to the appropriate medical practitioners, and administering local, intravenous, or spinal anesthetic to the patient. Anesthesiologists meet with the patient prior to the surgical procedure to evaluate their condition and to review their medical history, they will explain the procedure to the patient so that they know what to expect. During surgery, an anesthesiologist carefully monitors the patient's vital signs—including heart rate and rhythm, blood pressure, breathing, and kidney function—and adjusts anesthetics as needed. When surgery is finished, the recovery phase begins. The anesthesiologist administers medications to reverse the effects of the anesthetic, returning the patient to consciousness if a general anesthetic has been used. After surgery, patients are moved to a recovery room, where the anesthesiologist is still responsible for the patient's vital functions. In the recovery room, nurses and other specially trained staff closely monitor the patient...
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...Anesthesiology An anesthesiologist is a medical doctor who cares for a patient before, during and immediately following a surgical or medical procedure by administering the appropriate anesthesia and monitoring the patient for reactions and complications, and to ensure comfort and manage pain. Some of the primary responsibilities of an anesthesiologist include examining the patient to determine the type of anesthetic needed, communicating all relevant information to the appropriate medical practitioners, and administering local, intravenous, or spinal anesthetic to the patient. Anesthesiologists meet with the patient prior to the surgical procedure to evaluate their condition and to review their medical history, they will explain the procedure to the patient so that they know what to expect. During surgery, an anesthesiologist carefully monitors the patient's vital signs—including heart rate and rhythm, blood pressure, breathing, and kidney function—and adjusts anesthetics as needed. When surgery is finished, the recovery phase begins. The anesthesiologist administers medications to reverse the effects of the anesthetic, returning the patient to consciousness if a general anesthetic has been used. After surgery, patients are moved to a recovery room, where the anesthesiologist is still responsible for the patient's vital functions. In the recovery room, nurses and other specially trained staff closely monitor the patient under the supervision of the anesthesiologist. Eventually, the...
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...encounter the deaths of both of her brothers. One which had a chronic illness and the other experienced an early death from tuberculosis (“Changing the face”). She first put herself through school through school at Mt. Holyoke College with a BA in Zoology, she then attended Columbia University’ College of Physicians and Surgeons graduating in 1933, and later attending Johns Hopkins where she earned her Master’s Degree in Public Health ("Fond memories of," 1975). Even though individuals (such as Dr. Alan Whipple, the Chair of Surgery at Columbia University) saw the potential in Virginia, not one believed that she would be able to have a successful career due to the fact that she was a woman in the New York area around the 1950s (“Changing the face”). Virginia, then went on to have training in anesthesia, where at this time anesthesiologists were not seen as equals to surgeons. Since they were not respected as so, they received less pay that what was deserved (“Changing the face”). From there, Apgar started studying obstetrical anesthesia, this is what is given to a mother...
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...Mixing Law and Medicine: A Lethal Combination Abstract “First do no harm” is the foundations that medical practices are based on, but there times in which the lines are blurred and physicians must question their ethical, legal and moral participation in procedures. Physician participation in executions of convicted criminals is explored in this paper. The history of the death penalty, including the early involvement of physicians is surveyed. The pros and cons as well of the legal and ethical grounds for medical professionals are weighed ultimately present the necessity for qualified medical professionals to carry out state sanctioned executions regardless of one’s position on the death penalty. Outline I. Introduction a. Thesis- Even though physician’s participation in the implementation of court ordered executions are in direct violation of the fundamental directive of the Physician’s Code of Ethics, “First, do no harm…,” it is a necessary product of the practice to ensure a “good death” for the convicted. II. History and Development of Capital Punishment a. Primitive Forms b. Physician Involvement in capital punishment progression c. Federal Government Intervention d. Current participation state statistics III. Medical Code of Ethics History IV. American Medical Association (AMA) a. AMA stance b. Acceptable actions c. Unacceptable actions V. The Physician’s Argument a. Same motivations- different point of view VI. Other Ethical...
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...pages [@] getab.li/15856 Book: Rating 8 6 Importance 9 Innovation 8 Style Focus Take-Aways • When you think, your mind uses two cognitive systems. • “System 1” works easily and automatically and doesn't take much effort; it makes quick judgments based on familiar patterns. • “System 2” takes more effort; it requires intense focus and operates methodically. • These two systems interact continually, but not always smoothly. • People like to make simple stories out of complex reality. They seek causes in random events, consider rare incidents likely and overweight the import of their experiences. Leadership & Management Strategy Sales & Marketing Finance Human Resources IT, Production & Logistics Career & Self-Development Small Business Economics & Politics Industries Global Business • “Hindsight bias” causes you to distort reality by realigning your memories of events to jibe with new information. • “Loss aversion” and the “endowment effect” impact how you estimate value and risk. • Your “two selves” appraise your life experiences differently. • Your “experiencing self” lives your life; your “remembering self” evaluates your experiences, draws lessons from them and decides your future. • These two contrasting systems and selves disprove economic theories that say that people act rationally. Concepts & Trends To purchase personal subscriptions or corporate solutions, visit our website at www.getAbstract.com, send...
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...author of this document and any assistance I received in preparing this report is fully acknowledged. I have also cited in APA format all sources of data, data analysis, ideas, words, phrases, or sentences. I also hereby certify that I have not submitted this paper to any other professor, at Webster University or elsewhere, during the course of my educational career. I have properly cited and acknowledged material that was presented in previous papers of my authorship. Signature: __________________________________________________ Date: __________________________________________________ TABLE OF CONTENTS Page # Abstract……………………………………………………………………………………3 Organ Transplant…………………………………………………………………………..4 What Organs and Tissues Can Be Donated……………………………………………….6 Organ Transplant Cost…………………………………………………………………….10 Ethical Issues: Organ Transplant…………………………………………………………..11 Strength and Weaknesses……………………………………………………………….....14 Alternatives and Key Challenges: Organ/Tissue Transplant……………………………...15 Summary and recommendations…………………………………………………………...17 References…………………………………………………………………………………19 Abstract Organ transplant experiments began in the 1800’s on animals and humans as a need to replace diseased or damaged organs with healthy organs. Although, organ transplant experiments began in the early1800’s, the first successful...
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...FIRST, BREAK ALL THE RULES What the World’s Greatest Managers Do Differently By Marcus Buckingham and Curt Coffman THE SUMMARY IN BRIEF Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. You...
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...FIRST, BREAK ALL THE RULES What the World’s Greatest Managers Do Differently By Marcus Buckingham and Curt Coffman THE SUMMARY IN BRIEF Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors...
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...1.1 Introduction: We study organizational behavior, so it is very important in an organization. We choose a company which name is Popular Pharmaceuticals Ltd. Popular develops several modern GMP standard production lines and are capable of producing a number of preparations separately in its different plants. Our capabilities and expertise in manufacturing finished formulations are exemplified by its wide range of dosage forms and packages. 1.2 Method : Popular Pharmaceuticals Ltd They follows the custodial model. They have an organization and they follow their rules and regulation. Manager follows their employees they soon recognized that although autocratically managed employees never talk back to their boss. Employee wants to say many things and sometimes they did say them when they quit or lost their tempers. Employees were filled with insecurity, frustrations and aggressions toward their boss. So they could not vent these feelings directly sometimes they went home and vented them on their families and neighbors, so the entire communication might suffer from this relationship. To satisfy the security needs of Employees Company have welfare programs. In this organization they extreme in order to show its emphasis on materials rewards, security and organizational dependence. 1.3 Limitation : In our Pharmaceutical Company here limitation are very few. We can not develop or product at the perfect time of the market due to the shortage of our raw materials. We think...
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...http://www.nap.edu/catalog/9728.html We ship printed books within 1 business day; personal PDFs are available immediately. To Err Is Human: Building a Safer Health System Linda T. Kohn, Janet M. Corrigan, and Molla S. Donaldson, Editors; Committee on Quality of Health Care in America, Institute of Medicine ISBN: 0-309-51563-7, 312 pages, 6 x 9, (2000) This PDF is available from the National Academies Press at: http://www.nap.edu/catalog/9728.html Visit the National Academies Press online, the authoritative source for all books from the National Academy of Sciences, the National Academy of Engineering, the Institute of Medicine, and the National Research Council: • Download hundreds of free books in PDF • Read thousands of books online for free • Explore our innovative research tools – try the “Research Dashboard” now! • Sign up to be notified when new books are published • Purchase printed books and selected PDF files Thank you for downloading this PDF. If you have comments, questions or just want more information about the books published by the National Academies Press, you may contact our customer service department tollfree at 888-624-8373, visit us online, or send an email to feedback@nap.edu. This book plus thousands more are available at http://www.nap.edu. Copyright © National Academy of Sciences. All rights reserved. Unless otherwise indicated, all materials in this PDF File are copyrighted by the National Academy of Sciences. Distribution, posting, or copying...
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...Analyzing Due Process in the Workplace ELIHU M. GERSON AND SUSAN LEIGH STAR Tremont Research Institute Every office is an open system, and the products of office work are the result of decentralized negotiations. Changing patterns of task organization and alliance inevitably give rise to inconsistent knowledge bases and procedures. This implies that there are no globally correct answers to problems addressed by OIL%. Rather, systems must deal with multiple competing, possibly irreconcilable, solutions. Articulating alternative solutions is the problem of due process. This problem and its consequences are illustrated by a case study of a rate-setting group in a large health insurance firm. There is no formal solution to the problem of due process. But it must be solved in practice if distributed intelligent 01% are to be developed. We propose an alternative approach based on the work of social scientists concerned with analyzing analogous problems in human organization. Solution of the due process problem hinges on developing local closures to the problem faced by an organization. This means analyzing (a) local, tacit knowledge and its transfer ability; (b) articulation work, that is, reconciling incommensurate assumptions and procedures. Categories and Subject Descriptors: H.l.l [Models and Principles]: Systems and Information Theory; 1.2.0 [Artificial Intelligence]: General; 1.2.4 [Artificial Intelligence]: Knowledge Rep- resentation Formalisms...
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...Management Revised Edition Peter F. Drucker with Joseph A. Maciariello Contents Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices Preface 1 2 3 Part I 4 5 6 7 Part II 8 9 10 11 Part III 12 Introduction: Management and Managers Defined Management as a Social Function and Liberal Art The Dimensions of Management Management’s New Realities Knowledge Is All New Demographics The Future of the Corporation and the Way Ahead Management’s New Paradigm Business Performance The Theory of the Business The Purpose and Objectives of a Business Making the Future Today Strategic Planning: The Entrepreneurial Skill Performance in Service Institutions Managing Service Institutions in the Society of Organizations vii xxiii 1 18 26 35 37 45 51 65 83 85 97 113 122 129 131 iv Contents 13 14 15 16 Part IV 17 18 19 Part V 20 21 What Successful and Performing Nonprofits Are Teaching Business The Accountable School Rethinking “Reinventing Government” Entrepreneurship in the Public-Service Institution Productive Work and Achieving Worker Making Work Productive and the Worker Achieving Managing the Work and Worker in Manual Work Managing the Work and Worker in Knowledge Work Social Impacts and Social Responsibilities Social Impacts and Social Responsibilities The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good The Manager’s Work and Jobs Why Managers? Design and Content of Managerial Jobs Developing...
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...The Future of Nursing: Leading Change, Advancing Health http://www.nap.edu/catalog/12956.html Committee on the Robert Wood Johnson Foundation Initiative on the Future of Nursing, at the Institute of Medicine PREPUBLICATION COPY: UNCORRECTED PROOFS Copyright © National Academy of Sciences. All rights reserved. The Future of Nursing: Leading Change, Advancing Health http://www.nap.edu/catalog/12956.html THE NATIONAL ACADEMIES PRESS 500 Fifth Street, N.W. Washington, DC 20001 NOTICE: The project that is the subject of this report was approved by the Governing Board of the National Research Council, whose members are drawn from the councils of the National Academy of Sciences, the National Academy of Engineering, and the Institute of Medicine. The members of the committee responsible for the report were chosen for their special competences and with regard for appropriate balance. This study was supported by Contract No. 65815 between the National Academy of Sciences and the Robert Wood Johnson Foundation. Any opinions, findings, conclusions, or recommendations expressed in this publication are those of the author(s) and do not necessarily reflect the view of the organizations or agencies that provided support for this project. International Standard Book Number 0-309-XXXXX-X (Book) International Standard Book Number 0-309- XXXXX -X (PDF) Library of Congress Control Number: 00 XXXXXX Additional copies of this report are available from the National Academies...
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...Fourth Edition Reframing Organizations Artistry, Choice, and Leadership LEE G. BOLMAN TERRENCE E. DEAL B est- se l l i n g a u t h o rs of LEADING WITH SOUL FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman • Terrence E. Deal Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-6468600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-7486011, fax 201-748-6008, or online at www.wiley.com/go/permissions. Credits are on page 528. Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer...
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...LEAN HOSPITALS “Mark Graban’s book has documented what is now happening in hospitals all across America as we learn to apply the Toyota Production System methodology to healthcare. This book lays out the nuts and bolts of the lean methodology and also describes the more difficult challenges, which have to do with managing change. Graban’s book is full of wins—these are the same type of wins that are happening at ThedaCare every day. I wish I could have read this book six years ago, as it might have prevented some of the mistakes we made in our lean transformation journey.” — John S. Toussaint, MD, President/CEO ThedaCare Center for Healthcare Value “Coupled with a foundation of alignment and accountability, the ideas in this book provide a powerful tool to help hospitals get closer to the goal we want – perfect care.” — Quint Studer, CEO, The Studer Group, author of Results that Last “Mark Graban is the consummate translator of the vernacular of the Toyota Production System into the everyday parlance of healthcare. With each concept and its application, the reader is challenged to consider what is truly possible in the delivery of healthcare if standardized systems borrowed from reliable industries were implemented. Graban provides those trade secrets in an understandable and transparent fashion.” — Richard P. Shannon, MD, Frank Wister Thomas Professor of Medicine, Chairman, Department of Medicine, University of Pennsylvania School of Medicine “There is an...
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