Problems with Pre-Admission Call Center South Street Hospital (SSH) is 1 of 12 not-for-profit healthcare systems in the Great West Hospital System. Their corporate call center located at Great West handles all 12 hospitals. Dr. Canton is a colorectal surgeon at SSH. His office received an irate call from Mr. Gutsy canceling his surgery scheduled for the next day. He claimed that a woman from SSH had called him demanding that he bring money to the admitting center for his co-pay but stated that he could not remember her name. He stated that he did not want to go anywhere that makes these kinds of demands (Buchbinder & Shanks, 2012). Dr. Canton then complained to Dr. Kutup the chairman of surgery who called Mrs. Mintz the head of pre-admissions at SSH. Mrs. Mintz stated that the corporate call center at Great West made those calls. Dr. Gasser, an anesthesiologist at SSH had experienced the same issue with the call center. Dr. Canton, Kutup and Gasser met with Mrs. Mintz and related their concern. Mrs. Mintz called the corporate call center at Great West and spoke with the head of the department Mr. de Money. He explained that they do follow a script and the hospital should not have to lose money because, as he put it, those deadbeats. Mr. de Money was not a team player and refused to listen to Mrs. Mintz concerns about the harassment and complaints. When Dr. Canton heard this he threatened to take his patients to another hospital (Buchbinder & Shanks, 2012). Dr. Kutup and Mrs. Mintz should approach the Admissions and Registration Manager at South Street Hospital because of their departmental involvement with accounts receivable and payable and their management of pre-certification, pre-admission, and in... ... middle of paper ... ...alter their way of thinking. It is strongly recommended that Mr. Count de Money be removed from his position at the call center until he has completed the required training to learn how to control his aggression (Buchbinder & Shanks, 2012). References Gundling, R. (2012a). compassion, respect, effectiveness: imperatives for hospital collections. hfm (Healthcare Financial Management), 66(7), 106-107. Buchbinder, S., & Shanks, N. (2012). Introduction to health care management. Sudbury, MA: Jones & Barlett Learning (ISBN: 978-0-7637-9086-8). References Gundling, R. (2012a). compassion, respect, effectiveness: imperatives for hospital collections. hfm (Healthcare Financial Management), 66(7), 106-107. Buchbinder, S., & Shanks, N. (2012). Introduction to health care management. Sudbury, MA: Jones & Barlett Learning (ISBN: 978-0-7637-9086-8).
In her personal essay, Dr. Grant writes that she learned that most cases involving her patients should not be only handled from a doctor’s point of view but also from personal experience that can help her relate to each patient regardless of their background; Dr. Grant was taught this lesson when she came face to face with a unique patient. Throughout her essay, Dr. Grant writes about how she came to contact with a patient she had nicknamed Mr. G. According to Dr. Grant, “Mr. G is the personification of the irate, belligerent patient that you always dread dealing with because he is usually implacable” (181). It is evident that Dr. Grant lets her position as a doctor greatly impact her judgement placed on her patients, this is supported as she nicknamed the current patient Mr.G . To deal with Mr. G, Dr. Grant resorts to using all the skills she
.... “The Strange Case of Marlise Munoz and John Peter Smith Hospital.” n.p.. 28 Jan. 2014. Web. 08 Feb. 2014.
Ohio Dep’t of Rehabilitation & Correction are the poor-quality patient care that Tomcik received and Tomcik’s health being at risk. Once engaged in a doctor-patient relationship, physicians are obligated to provide the best possible care for the patient by utilizing their skills and knowledge as expected from a competent physician under the same or similar conditions (“What Is a Doctor’s Duty of Care?” n.d.). However, in Tomcik’s situation, Dr. Evans did not deliver high-quality care, for he administered a perfunctory breast examination and thus did not follow standard protocols. There is evidence of indifference conveyed by Dr. Evans, and the lack of proper care towards Tomcik is an issue that can be scrutinized and judged appropriately. Additionally, Tomcik’s health was at risk due to the failure of a proper physical evaluation and the incredibly long delay in diagnosis and treatment. The negligence from Dr. Evans, along with the lack of medical attention sought out by Tomcik after she had first discovered the lump in her breast, may contribute to Tomcik’s life being in danger as well as the emotional anguish she may have felt during that time period. Overall, the incident of Tomcik’s expectations from the original physician and other employees at the institution not being met is an ethical issue that should be dealt with
Besides being showcased to the public as a medical rarity by her physician, patient L faced a multitude of other various problems with the Sutter Davis staff. When she first arrived to the hospital, the woman working at the front desk greeted her poorly. Patient L was told by the woman that “’[she] had to wait her turn,’ even though nobody else was there.” In the middle of filling out some medical paperwork, a young child and his mother walked into the hospital about ten minutes after patient L did. Within minutes of walking in, the two of them were called upon to see a doctor. The two of them were helped before patient L was, despite the fact that she showed up long before them and was already waiting fifteen agonizing minutes with no one else ahead of
As I was listening to Carol’s story, I realized that her story is one of many patients. Sure, she was lucky that her husband had advocated on her behalf when she was most vulnerable and she took over once she could but how many people could not? Juggling only two balls in the air becomes tricky once we name them “patient care” and “budget”. If we were to place Carol in an ideal hospital, would she have had the same expe...
Medical billers often communicate with physicians and other health care professionals to explain diagnoses or to attain further information by means of phones, email, fax, etc. The biller must know how to read a medical record and be familiar with CPT®, HCPCS Level II and ICD-9-CM codes.
Dr. Jey Arthur, of Sutter Memorial Hospital, is an idol when it comes to physicians within a hospital’s Emergency Room. During his shift, the entire atmosphere of the Emergency Room changes. Nurses become more interactive with their patients and the patient’s rooms are no longer filled with misery and hopelessness. From the second the patient is assigned a room, Dr. Arthur is constantly visiting keeping the patient well informed and up to date on what the physicians and nurses are doing and their progress. From my time shadowing Dr. Aurther, not a single patient had lost a smile when he left the room. Beyond the care of the patient, Dr. Arthur has established absolute order with those working in the Emergency Room. Dr. Arthur has made himself
Jamison describes another medical figure in her life that she referred to as Dr. M. Dr. M was Jamison’s primary cardiologist, a figure who is involved in some of the most intimate details of Jamison’s life. However, Jamison describes Dr. M by saying she, “…wasn’t personal at all” (14). Dr. M would actually record personal information about Jamison on a tape recorder, however, Jamison would hear Dr. M referring to her as “patient” instead of by her name. This example demonstrates that Dr. M was indeed putting in the minimal effort needed to keep her clients, however, no additional effort was put into the process of learning about her patients. Jamison says that, “…the methods of her mechanics [were] palpable between us…” (18). Dr. M would not even put any effort into disguising her lack of interest of getting to know Jamison. This atmosphere of apathy that is exuded by Dr. M naturally causes Jamison to retract from Dr. M, which creates an environment that is not good for cultivating
The customer support and customer service functions are more than departments; they are part of an essential strategy for growing your business. In the modern business climate, customers expect answers to their questions immediately. When the right information is available anytime, from anywhere in the world, customers are more likely to have a positive experience, thus customer loyalty will be increased. It is a known fact that the cost to obtain a customer is ten times higher than to maintain and keep existing customers. (Gouran, Dennis, W.E. Wiethoff, & J.A. Doelger. (1994). Mastering communication. 2nd ed. Boston: Allyn and Bacon.) Not in Reference Pg.
Imagine being a first year medical surgeon just out of the highest-ranking university in the nation. You are placed in the ER, in the Methodist Hospital building, as your days are spent saving people from the cruel realities that they are forced to live among. Day after day, you see handfuls of people coming in with a variety of gunshot, knife, and domestic violence wounds. Your troubles are easily compensated, however, by receiving over $200,000 a year, a brand new Mercedes, and a house upon the palisade shores. Suppose for a moment that one evening while you are on duty, an ambulance radios in and informs the hospital staff that they are bringing in a multiple gunshot wound victim and to prepare the ER for an immediate operation. You begin to order people around and dictate what needs to be prepared before the ambulance arrives. Finally the victim is present, only to show that he is not the average gangster or policeman, instead it is the near lifeless body of your own son. Your blood freezes; your brain shuts down, as you see every precious second slip away through the lifeless gaze of your child's eyes.
of their work load that they could hardly call back the doctor to clarify either the order
The provision states, “Respect for human dignity requires the recognition of specific patient rights, particularly, the right of self -determination. Self -determination, also known as autonomy, is the philosophical basis for informed consent in health care. Patients have the moral and legal right to determine what will be done with their own person; to be given accurate, complete, and understandable information in a manner that facilitates an informed judgement; to be assisted with weighing the benefits, burdens, and available options in their treatment, including the choice of no treatment; to accept, refuse, or terminate treatment without deceit, undue influence, duress, coercion, or penalty; and to be given necessary support throughout the decision-making and treatment process (nursingworld.org)”. Ms. Rogers cannot even get to this point because of the resident refusal to treat her. There could many things going on with her. She could have pancreatitis, gallbladder issues or many other diagnosis related to her abdominal pain. She won’t know until a physician does a full workup on her. She obviously wants to be seen or else she wouldn’t have come to the ER. She knows something is not right is she is staggering in the hospital. She has rights as a patient to be seen by a physician. I think is the resident doesn’t want to evaluate her then the ER nurse needs report that person and go find another physician to do the job. I would also talk to the house supervisor about the situation so it could be reported to administration. Doctors go into medicine to help all people, not to pick and choose who they want to
TP has grown from a single store in 1988 to the largest pizza chain in Spain. At the end of 1997 they had 399 stores and an estimated market share of 62% in Spain. But what made it so successful? There are several reasons for that in the TP concept:
This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.
When asked to state the primary goal of his business, Dr. Slez cited “high quality health care service” as the firm’s main objective. The effective treatment of, and development of trust with, the practice’s patients, Dr. Slez continued, takes precedence over profits. Indeed, if all healthcare firms placed profits above patient care (and many do) we would be far worse off. While doing what is needed to stop the spread of a disease or alleviate pain may not always be the most cost effective approach, it is the approach demanded by the government and general public. This is not to say that Dr. Slez’s firm does not try to maximize profit. The f...