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Ethics in the medical field
Ethics in the medical field
Ethics in the medical field
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A two car accident Friday in downtown Heartland sent three people to the hospital with moderate injuries. Taken to Heartland Memorial Hospital were: Peter S. Trent, 45, of Heartland; Margot V. Trent, 42, also of Heartland and Jordan O. Marsh, 19, of Columbia, Mo. Peter Trent suffered a dislocated shoulder and broken wrist in the accident, while his wife Margot complained of neck pain. Marshs foot was crushed in the accident and he underwent surgery to repair the damage.' The accident occurred at 3:40 pm at the intersection of 10th and Main
Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.
Springfield General Hospital (SGH) is committed to high quality healthcare for patients, and providing tools to support physicians, nurses and pharmacists. SGH leadership approved the computerized physician order entry (CPOE) system as a solution to reduce prescription errors, and the results of the CPOE project are disappointing. The data show increased prescribing errors after implementing the CPOE; resulting in increased costs for adverse drug events, rather than the planned cost reduction (Spector, 2013). This change management plan provides the SGH board of directors and executive management team pragmatic steps to increase quality for patients by assessing the root issue of hospital
General Practices Affiliates is considering an offer from Titus Lake Hospital to join under a provider leasing model. Under a provider leasing model, Titus Lake Hospital is purchasing General Practices Affiliates’ services. The practice will retain control of personnel, management, and practice policies. Titus Lake Hospital submitted financial reports to assure transparency during the lease agreement process. The following analysis will discuss whether Titus Lake hospital is a viable financial partner for General Practice Affiliates, possible implications of the lease, and recommendations.
The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for gastroenterological and surgical procedures. In 1993, 2,500 cases where approximately performed and extensive maintenance of the equipment where needed before and after each of those cases. Despite the appropriate care of the scope, repair requirement where still needed. The total cost of repair that year was $60,000 and the repair services where done by an original equipment manufacturers in Ontario.
Cooper Green Hospital and The Community Care Plan Lack of sufficient resources is also a serious issue affecting healthcare delivery at Copper Green Hospital. The hospital was in 1998 changed to Copper Green Hospital from the previous Mercy Hospital which was built in 1972. The hospital was started with a bed capacity of 319 inpatient beds and increasing population the hospital lack enough bed space, facilities to conduct a one on one examination with a patient and equipment for doing the various specialized tests (Swayne et al., 2008). When it comes to medicinal services, it’s difficult to manage, individuals become ill on a consistent schedule and they begin to regard the crisis room as walk-in clinics. The conveying of human services to an indigent population, the absence of communication, instruction, changes with the US social insurance framework and financing began to wind up an issue.
It is with both excitement and sadness that we announce that Roger Stauffer, chaplain for MidMichigan Medical Center – Midland, will retire on Jan. 31, 2018. Roger has been with the Medical Center since December 1999. Through the years Roger has helped meet the spiritual and emotional needs of our patients, families and our employees. He has been present and journeyed with so many during times of great sorrow and times of great joy. His presence, in any situation, has always been welcome and appreciated.
The other key characteristic that Memorial Health System is deficient in is enterprise-wide analytics. Davenport and Harris state that enterprise-level management is ensuring and data and analyses are made available throughout an organization to ensure proper care is taken to manage this information effectively (Davenport & Harris, 2007, p. 27) . They also go on to explain that you should not make business decisions on narrow, or incorrect data, or it could result in serious consequences (Davenport & Harris, 2007, p. 27).
Within the University of Kansas Hospital Authority, the Biomedical Engineering Department is lacking a firmer training and comprehendible policy. Is there a better protocol to encompass training through supervision Biomedical Engineering Technicians? The issue is how to more effectively acquire continuous training and properly educate all Biomedical Engineering Technicians, from new hire and maintain training until they wish to leave the hospital. The comprehension policy is need of being rewritten in order to properly judge the individuals skills and knowledge of the equipment.
Memorial University Medical Center (MUMC) is part of the Memorial Health System with 604-bed facility, which serves 35 counties across southeast Georgia and southern South Carolina. It is an acute hospital, which includes primary and specialty care doctors, business services, and NurseOne, 24-hour call center. In addition, this healthcare system also has a major medical education program that trains residents in diagnostic radiology, family medicine, internal medicine, Joint replacement, stroke care, cancer care centers, children’s hospital, obstetrics and gynecology, pediatrics, and surgery.
The clinics provide economic as well as noneconomic value to Newland Hospital through the concept of synergy. Synergy is the state in which two or more things work together in a particularly fruitful way that produces an effect greater than the sum of their individual effects (Business Dictionary). In this case, the primary care practices provide noneconomic value to the hospital which includes innovation, technology, and expanded workforce. Frequently noneconomic value is subconsciously obtained as most organizations are concerned with the financial ramifications of vertical integration. Furthermore, noneconomic value often yields economic value to the parent organization. Through vertical integration, the hospital is unintentionally acquiring
KH is an 89 year old man who was transferred from Troy Hospital to Robert Packard Hospital on 8/27/17 for a higher level of care. Initially, he admitted to the Emergency Department in Troy on 8/23/17 with complains of persistent diarrhea. He was tested positive for the bacteria Clostridium difficile (which he states has been ongoing and has lasted longer than 6 months, causing him to lose an excess of 5 pounds) and was started on intravenous Zosyn (antibiotic) since previous treatment using Vancomycin (antibiotic) had been unsuccessful. He was subsequently diagnosed with Atrial Fibrillation and treated with intravenous Cardizem which has been changed to metoprolol by mouth. Since his admission to Robert Packard Hospital he received a Computerized
I am a nurse manager on 12 beds medical-surgical for the pediatric floor at the Littleton Community Hospital. Our hospital is the biggest community hospital for this small town. I been working here for about 5 years and I noticed there is a problem when it comes to documentation for patients care. We do not have enough computers on our floor due nursing staffs, physicians, as well as CNAs will be occupied for their own patient charting. Due to this problem, patients charting are being delay, interrupt the workflow of all staffs, which causes nursing staffs not being able continue to assist others patient because they are waiting for available computers. After years of continuous problem and dissatisfaction of the staffs on the floor, and
Ferris Healthcare, Inc recognizes that their growth as organization was depending on their rapid implementation of project management. Their line managers have been performing as project managers, which most of the times resulted on delayed and over budget projects. All employees agree that a project management methodology is necessary in the organization.
Great job on your post this week. I really enjoyed reading it. As you mentioned the role of human resources management has expanded into multiple different positions, along with more computer systems and software availability. The interpretation of the complex legal and labor laws requires constant training before implementation. At Lakeland Healthcare, we have multiple business partner assigned to a group of managers and senior leaders, to assist with change. The business partners work in human resources and are the experts on discipline actions, payroll issues, benefits, and performance conversations. According to a survey with the Society for Human Resource Management in 2003, the median ratio is for 1.0 human resource staff for
The first hospital I ever went to in the United States was Jackson Memorial Hospital. I was around 7 to 8 years old, I had only been in this country for 2-3 years, and I went to the Bascom Palmer division. At this point, my mother did not speak English, and I was getting to the point of being fluent but still struggled with the language. Scared and in awe, I remember feeling like I wanted to be a part of something like this institution one day. I was impressed by everything around me, and I remember looking at the doctors with a sense of disbelief. But all of that was in some way blurred by the interaction that I had with my physician. I remember my doctor being rude with my mother and frustrated by her language barrier, and I remember her