Building Patient-Centeredness in the Real World: The Engaged Patient and the ...EngagingPatients
This paper examines the separate but intertwined ethical, economic and clinical concepts of patientcenteredness and how ACOs provide a structure for turning those concepts into a functioning reality.
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxjuliennehar
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
By Thomas C. Ricketts and Erin P. Fraher
Reconfiguring Health Workforce
Policy So That Education,
Training, And Actual Delivery
Of Care Are Closely Connected
ABSTRACT There is growing consensus that the health care workforce in
the United States needs to be reconfigured to meet the needs of a health
care system that is being rapidly and permanently redesigned.
Accountable care organizations and patient-centered medical homes, for
instance, will greatly alter the mix of caregivers needed and create new
roles for existing health care workers. The focus of health system
innovation, however, has largely been on reorganizing care delivery
processes, reengineering workflows, and adopting electronic technolo ...
Building Patient-Centeredness in the Real World: The Engaged Patient and the ...EngagingPatients
This paper examines the separate but intertwined ethical, economic and clinical concepts of patientcenteredness and how ACOs provide a structure for turning those concepts into a functioning reality.
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxjuliennehar
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
By Thomas C. Ricketts and Erin P. Fraher
Reconfiguring Health Workforce
Policy So That Education,
Training, And Actual Delivery
Of Care Are Closely Connected
ABSTRACT There is growing consensus that the health care workforce in
the United States needs to be reconfigured to meet the needs of a health
care system that is being rapidly and permanently redesigned.
Accountable care organizations and patient-centered medical homes, for
instance, will greatly alter the mix of caregivers needed and create new
roles for existing health care workers. The focus of health system
innovation, however, has largely been on reorganizing care delivery
processes, reengineering workflows, and adopting electronic technolo ...
A 58-year-old man needs to have his blood tested on a regular basis .docxjosephinepaterson7611
A 58-year-old man needs to have his blood tested on a regular basis so his physician can monitor the effects of the anticoagulant (blood thinner) medication he is currently taking. He usually has his blood drawn at his local lab in San Francisco, California. While traveling on business in Portland, Oregon, he is able to have his blood drawn on the specified day at another LabCorp location. LabCorp operates an extensive network of 1,700 laboratories across the United States, so lab results can be communicated to the patient’s physician from any location.
Geisinger Health System serves an area with 2.6 million people in northeastern and central Pennsylvania. As an integrated health system, it provides coordinated care to meet the wide-ranging needs of patients. The advanced use of information technology has been critical for facilitating communication, reducing duplication of services, and improving the patient experience along the care continuum. Consisting of numerous clinical facilities and a health insurance company, Geisinger Health System offers an innovative approach to care delivery that it hopes will become a national model.
Integration is an organizing principle for care delivery intended to promote better health outcomes and greater clinical and financial accountability. LabCorp’s horizontal integration is a growth strategy that reduces competition from other companies. Geisinger’s vertical integration is a diversification strategy that links a continuum of services to increase the comprehensiveness of care.
In Week 3, you examined the varied services patients may need and researched healthcare organizations that provide those services in your geographic area. In this Discussion, you will examine how integration may affect the delivery of care in your community.
To prepare
for this Discussion:
Review the information related to horizontal and vertical integration in the Resources, including the Shi and Singh (2015) course text, journal articles, and websites.
Research integrated health systems in your geographic area. If you find that one or more of the settings you identified for your Week 3 Assignment are part of an integrated system, you may further research the setting(s) for this Discussion. If you cannot identify integrated systems close to where you live, expand your search to include other areas in your state. If you are an international student, you may examine a specific geographic area in the United States or research two integrated health systems identified in the Resources.
Select
one vertically integrated health system
and
one horizontally integrated health system
on which to focus for this Discussion.
Continue researching these two health systems, noting important information about each health system, including its size, settings/locations, and the services it provides. Investigate how the integration of each system has affected, or is expected to affect, issues related to cost, quality, and access to healthcare se.
Realizing Health Reform’s Potential How the Affordable Care .docxsodhi3
Realizing Health Reform’s Potential
How the Affordable Care Act Will Strengthen Primary
Care and Benefit Patients, Providers, and Payers
JANUARY 2011
Melinda Abrams, Rachel Nuzum, Stephanie Mika,
and Georgette Lawlor
Abstract: Although primary care is fundamental to health system performance, the
United States has undervalued and underinvested in primary care for decades. This brief
describes how the Affordable Care Act will begin to address the neglect of America’s
primary care system and, wherever possible, estimates the potential impact these efforts
will have on patients, providers, and payers. The health reform law includes numerous
provisions for improving primary care: temporary increases in Medicare and Medicaid
payments to primary care providers; support for innovation in the delivery of care, with
an emphasis on achieving better health outcomes and patient care experiences; enhanced
support of primary care providers; and investment in the continued development of the
primary care workforce.
OVERVIEW
Among the Affordable Care Act’s many provisions, perhaps the least discussed
are those reforms directly targeting primary care—the underpinning of efforts
to achieve a high-performing health system. This brief describes how the health
reform law will begin to address the decades-long neglect of America’s primary
care system and, wherever possible, estimates the potential impact these efforts
will have on patients, providers, and payers. The primary care reforms in the
Affordable Care Act include provisions for temporarily increasing Medicare and
Medicaid payments to primary care providers; fostering innovation in the delivery
of care, with an emphasis on care models that lead to better health outcomes and
patient care experiences; enhancing support of primary care providers; and invest-
ing in the continued development of the primary care workforce (Exhibit 1).
Together, these changes, if implemented effectively, will start the United States
on the path to a stronger and more sustainable primary care system, one that pro-
vides expanded access, superior quality, and better health outcomes for millions of
Americans while reducing future health care costs for the nation.
For more information about this study,
please contact:
Melinda Abrams, M.S.
Vice President
Patient-Centered Coordinated Care
The Commonwealth Fund
[email protected]
The mission of The Commonwealth Fund is
to promote a high performance health care
system. The Fund carries out this mandate by
supporting independent research on health
care issues and making grants to improve
health care practice and policy. Support for this
research was provided by The Commonwealth
Fund. The views presented here are those of
the authors and not necessarily those of The
Commonwealth Fund or its directors, officers,
or staff.
To learn more about new publications when
they become available, visit the Fund's Web
site and re ...
At the 2014 HFMA National Institute, PYA Principal and Chief Medical Officer of PYA Analytics, Kent Bottles, MD, spoke about the strategies that hospitals and health systems are using to decrease per-capita cost, while increasing quality. In the session, “Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians and Administrators,” Bottles offered tactics for engagement.
Edwina Rogers, executive director of Patient-Centered Primary Care Collaborative, began her presentation by highlighting the movement to advance medical homes.
With the U.S. being the number one in the world for the cost of healthcare and ranked number 37 in the quality category, something needs to change. Rogers discussed the broad stakeholder support and participation for the movement, as well as the incredible volunteer involvement. The four ‘centers’ include: the Center to Promote Public-Payer Implementation, the Center for Multi-Stakeholder Demonstration, the Center for eHealth Information Adoption and Exchange and the Center for Health Benefit Redesign and Implementation. Medical Homes will provide superb access to care, patient engagament in care, clinical information systems, care coordination, team care, patient feedback and publically available information.
Edwards explained that the Obama administration believes the medical homes concept is the best way to approach healthcare reform. The U.S. House of Representatives has showed great support for the movement and is helping develop and allocate funds for a five-year pilot program. She expressed her enthusiasm for the movement and her prediction that the medical home model is certainly the future of health care.
A complete version of Rogers’ presentation on the Patient-Centered Primary Care Collaborative is available online.
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, DioneWang844
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS
Page | 1
Quality
Nearly fifteen years ago, the Institute of Medicine published the “To Err Is Human” report, which exposed the substantial impact of medical errors in the US healthcare system and called for a dramatic system change, including an improved understanding of those errors (McCarthy, Tuiskula, Driscoll, & Davis, 2017). Medical errors are considered to be failure to achieve the original goal or plan of action, and these errors may range from a patient falls to a mistake in the operating room. Not only do medical errors cause harm to the patient and jeopardize the patient’s trust, but they also cause a financial strain for the health system (“To Err is Human,” 1999). One of the contributing factors to medical errors is the lack of effective communication between doctors who are treating the same patient. This results in healthcare providers overprescribing medications for patients as well as increases the possibility of a patient having unnecessary tests or procedures performed. The report’s four-tiered approach includes:
· Focusing on creating a stronger foundation of education on patient safety
· Mandating a nationwide reporting system to encourage timely reporting of errors
· Increasing the standards of performance for healthcare providers
· Taking advantage of the security that safety systems offer (“To Err is Human,” 1999)
Creating a strong educational foundation for patient safety is most important. Healthcare personnel are much more likely to actively participate in reporting systems, encourage one another to perform at a higher level, and take advantage of safety systems when they are well educated on patient safety and the implications of medical errors. The reporting system seems to provide the least amount of impact on patient safety as they can result in losing patient trust in certain healthcare systems. The healthcare system as a whole has made progress in establishing a safe environment for patients when they are in need of care.
Challenges for Patient Safety and Steps for Improvement
Despite continuing evidence of problems in patient safety and gaps between the care that patients receive and the evidence about what they should receive, efforts to improve quality in healthcare show mostly inconsistent and patchy results.
Tap each image to know more.
Data Collection and Monitoring Systems
This always takes much more time and energy than anyone anticipates. It is worth investing heavily in data from the outset. Assess local systems, train people, and have quality assurance.
Tribalism and Lack of Staff Engagement
Overcoming a perceived lack of ownership and professional or disciplinary boundaries can be very difficult. Clarify who owns the problem and solution, agree roles and responsibilities at the outset, work to common goals, and use shared language.
Convince People That There's a Problem
Use hard data to secure emotional e ...
This monograph provides an assessment of the current hospital-physician landscape and outlines an innovative vehicle for advancing hospital-physician relationships that has the potential to improve care delivery and coordination, clinical quality, and patient cost. Our findings and recommendations address:• Changes in the market place.• The concept of an integrated medical staff model.• The role of operational clinical integration, enabled by an Electronic Medical• Record, toward creating virtual medical staffs.• Benefits to the hospital, physicians, patients and community.• What boards and senior management can do to move toward the model.
Does patient engagement result in more appropriate utilization?Benjamin Littenberg
This presentation reviews what published research has established about how patient engagement improves the overall clinical experience and what that means for providers.
In the coming years the United States will find themselves going through a number of changes within the Social Security Administration which will affect the Health Care Industry as we know it “Hospital size has long been an area of discussion and debate in the U.S. healthcare industry. Questions have consistently focused on cost management or efficiency in large versus small hospitals. A persistent question among researchers is whether efficiencies are associated with larger facilities through economies of scale, or if there are alternate scenarios that play a significant part in hospital cost and efficiency” (2009, JHM). Since the Affordable Health Care Act was established it made obtaining health care much more affordable and accessible, but at the same time there has to be some cut back.
5 to 8 sentence each 1. Declining marriage rates have led many .docxdomenicacullison
5 to 8 sentence each
1. Declining marriage rates have led many to conclude that Americans no longer place a high value on marriage. Use data and arguments to advocate for and against this conclusion.
2. Discuss the varied causes and ramifications of cohabitation among couples who choose it as a living arrangement before marriage, instead of marriage, or after divorce.
.
5-7 PagesYou will craft individual essays in response to the pro.docxdomenicacullison
5-7 Pages
You will craft individual essays in response to the provided prompts. You must use the current Turabian style with default margins and 12-pt Times New Roman font. For each essay, include a title page and reference page, also in current Turabian format. You must include citations to a sufficient number of appropriate scholarly sources to fully support your assertions and conclusions (which will likely require more than the minimum number of citations). Each paper must contain at least 5 7 scholarly sources
original to this paper
,
The UN— “A More Perfect Union?”
Considering the readings, video presentations, and your own research, draft a quality 6–7-page research paper on the role, legitimacy, and authority of the UN according to the following prompts, answering in a separate or integrated manner as you wish.
Identify at least 3reasons that states might defend the intrinsic legitimacy of the UN as a governing authority. In reverse, identify at least 3reasons that states might criticize its legitimacy and authority.
In short, make an argument for the limits and possibilities of the UN as a legitimate governing authority in a world of sovereign states.
What is the relationship of the UN to the current international system of states?
Considering the reasons for the creation of the UN after WWII, does it seem driven by political necessity or the political utility? In plainer English, do states need the UN more than the UN needs the states? Or do states both large and small find the UN a useful tool for improving their relative power and legitimacy vis-à-vis other states and global institutions? Is there some position in-between?
Using other sources and extra-Scholar sources (The commentaries, teachings, other writings, etc.) to inform your own reasoning, comment on the compatibility with the idea of
World Government
. [
Attention
: The Instructor does not view the question as rhetorical, nor the answer self-evident. So, reason carefully.] For example, if the logic of collective action under the
Articles of Confederation
—the logic of state sovereignty—failed to secure American liberties as well as the ‘more perfect union’, the new Constitution established by the Framers in 1787 to replace it, effectively requiring states to cede sovereignty to a larger collective authority, why would the same logic of collective action not justify the UN as a ‘more perfect union’ to replace an anarchic system of sovereign states putting the world at risk in a nuclear age?
.
More Related Content
Similar to 23Health Professions Press, Inc.Post Off.docx
A 58-year-old man needs to have his blood tested on a regular basis .docxjosephinepaterson7611
A 58-year-old man needs to have his blood tested on a regular basis so his physician can monitor the effects of the anticoagulant (blood thinner) medication he is currently taking. He usually has his blood drawn at his local lab in San Francisco, California. While traveling on business in Portland, Oregon, he is able to have his blood drawn on the specified day at another LabCorp location. LabCorp operates an extensive network of 1,700 laboratories across the United States, so lab results can be communicated to the patient’s physician from any location.
Geisinger Health System serves an area with 2.6 million people in northeastern and central Pennsylvania. As an integrated health system, it provides coordinated care to meet the wide-ranging needs of patients. The advanced use of information technology has been critical for facilitating communication, reducing duplication of services, and improving the patient experience along the care continuum. Consisting of numerous clinical facilities and a health insurance company, Geisinger Health System offers an innovative approach to care delivery that it hopes will become a national model.
Integration is an organizing principle for care delivery intended to promote better health outcomes and greater clinical and financial accountability. LabCorp’s horizontal integration is a growth strategy that reduces competition from other companies. Geisinger’s vertical integration is a diversification strategy that links a continuum of services to increase the comprehensiveness of care.
In Week 3, you examined the varied services patients may need and researched healthcare organizations that provide those services in your geographic area. In this Discussion, you will examine how integration may affect the delivery of care in your community.
To prepare
for this Discussion:
Review the information related to horizontal and vertical integration in the Resources, including the Shi and Singh (2015) course text, journal articles, and websites.
Research integrated health systems in your geographic area. If you find that one or more of the settings you identified for your Week 3 Assignment are part of an integrated system, you may further research the setting(s) for this Discussion. If you cannot identify integrated systems close to where you live, expand your search to include other areas in your state. If you are an international student, you may examine a specific geographic area in the United States or research two integrated health systems identified in the Resources.
Select
one vertically integrated health system
and
one horizontally integrated health system
on which to focus for this Discussion.
Continue researching these two health systems, noting important information about each health system, including its size, settings/locations, and the services it provides. Investigate how the integration of each system has affected, or is expected to affect, issues related to cost, quality, and access to healthcare se.
Realizing Health Reform’s Potential How the Affordable Care .docxsodhi3
Realizing Health Reform’s Potential
How the Affordable Care Act Will Strengthen Primary
Care and Benefit Patients, Providers, and Payers
JANUARY 2011
Melinda Abrams, Rachel Nuzum, Stephanie Mika,
and Georgette Lawlor
Abstract: Although primary care is fundamental to health system performance, the
United States has undervalued and underinvested in primary care for decades. This brief
describes how the Affordable Care Act will begin to address the neglect of America’s
primary care system and, wherever possible, estimates the potential impact these efforts
will have on patients, providers, and payers. The health reform law includes numerous
provisions for improving primary care: temporary increases in Medicare and Medicaid
payments to primary care providers; support for innovation in the delivery of care, with
an emphasis on achieving better health outcomes and patient care experiences; enhanced
support of primary care providers; and investment in the continued development of the
primary care workforce.
OVERVIEW
Among the Affordable Care Act’s many provisions, perhaps the least discussed
are those reforms directly targeting primary care—the underpinning of efforts
to achieve a high-performing health system. This brief describes how the health
reform law will begin to address the decades-long neglect of America’s primary
care system and, wherever possible, estimates the potential impact these efforts
will have on patients, providers, and payers. The primary care reforms in the
Affordable Care Act include provisions for temporarily increasing Medicare and
Medicaid payments to primary care providers; fostering innovation in the delivery
of care, with an emphasis on care models that lead to better health outcomes and
patient care experiences; enhancing support of primary care providers; and invest-
ing in the continued development of the primary care workforce (Exhibit 1).
Together, these changes, if implemented effectively, will start the United States
on the path to a stronger and more sustainable primary care system, one that pro-
vides expanded access, superior quality, and better health outcomes for millions of
Americans while reducing future health care costs for the nation.
For more information about this study,
please contact:
Melinda Abrams, M.S.
Vice President
Patient-Centered Coordinated Care
The Commonwealth Fund
[email protected]
The mission of The Commonwealth Fund is
to promote a high performance health care
system. The Fund carries out this mandate by
supporting independent research on health
care issues and making grants to improve
health care practice and policy. Support for this
research was provided by The Commonwealth
Fund. The views presented here are those of
the authors and not necessarily those of The
Commonwealth Fund or its directors, officers,
or staff.
To learn more about new publications when
they become available, visit the Fund's Web
site and re ...
At the 2014 HFMA National Institute, PYA Principal and Chief Medical Officer of PYA Analytics, Kent Bottles, MD, spoke about the strategies that hospitals and health systems are using to decrease per-capita cost, while increasing quality. In the session, “Achieving Rapid Cost Reduction and Revenue Improvement by Engaging Clinicians and Administrators,” Bottles offered tactics for engagement.
Edwina Rogers, executive director of Patient-Centered Primary Care Collaborative, began her presentation by highlighting the movement to advance medical homes.
With the U.S. being the number one in the world for the cost of healthcare and ranked number 37 in the quality category, something needs to change. Rogers discussed the broad stakeholder support and participation for the movement, as well as the incredible volunteer involvement. The four ‘centers’ include: the Center to Promote Public-Payer Implementation, the Center for Multi-Stakeholder Demonstration, the Center for eHealth Information Adoption and Exchange and the Center for Health Benefit Redesign and Implementation. Medical Homes will provide superb access to care, patient engagament in care, clinical information systems, care coordination, team care, patient feedback and publically available information.
Edwards explained that the Obama administration believes the medical homes concept is the best way to approach healthcare reform. The U.S. House of Representatives has showed great support for the movement and is helping develop and allocate funds for a five-year pilot program. She expressed her enthusiasm for the movement and her prediction that the medical home model is certainly the future of health care.
A complete version of Rogers’ presentation on the Patient-Centered Primary Care Collaborative is available online.
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, DioneWang844
MHA6999 SEMINAR IN HEALTHCARE CASES-- WEEK 2 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS
Page | 1
Quality
Nearly fifteen years ago, the Institute of Medicine published the “To Err Is Human” report, which exposed the substantial impact of medical errors in the US healthcare system and called for a dramatic system change, including an improved understanding of those errors (McCarthy, Tuiskula, Driscoll, & Davis, 2017). Medical errors are considered to be failure to achieve the original goal or plan of action, and these errors may range from a patient falls to a mistake in the operating room. Not only do medical errors cause harm to the patient and jeopardize the patient’s trust, but they also cause a financial strain for the health system (“To Err is Human,” 1999). One of the contributing factors to medical errors is the lack of effective communication between doctors who are treating the same patient. This results in healthcare providers overprescribing medications for patients as well as increases the possibility of a patient having unnecessary tests or procedures performed. The report’s four-tiered approach includes:
· Focusing on creating a stronger foundation of education on patient safety
· Mandating a nationwide reporting system to encourage timely reporting of errors
· Increasing the standards of performance for healthcare providers
· Taking advantage of the security that safety systems offer (“To Err is Human,” 1999)
Creating a strong educational foundation for patient safety is most important. Healthcare personnel are much more likely to actively participate in reporting systems, encourage one another to perform at a higher level, and take advantage of safety systems when they are well educated on patient safety and the implications of medical errors. The reporting system seems to provide the least amount of impact on patient safety as they can result in losing patient trust in certain healthcare systems. The healthcare system as a whole has made progress in establishing a safe environment for patients when they are in need of care.
Challenges for Patient Safety and Steps for Improvement
Despite continuing evidence of problems in patient safety and gaps between the care that patients receive and the evidence about what they should receive, efforts to improve quality in healthcare show mostly inconsistent and patchy results.
Tap each image to know more.
Data Collection and Monitoring Systems
This always takes much more time and energy than anyone anticipates. It is worth investing heavily in data from the outset. Assess local systems, train people, and have quality assurance.
Tribalism and Lack of Staff Engagement
Overcoming a perceived lack of ownership and professional or disciplinary boundaries can be very difficult. Clarify who owns the problem and solution, agree roles and responsibilities at the outset, work to common goals, and use shared language.
Convince People That There's a Problem
Use hard data to secure emotional e ...
This monograph provides an assessment of the current hospital-physician landscape and outlines an innovative vehicle for advancing hospital-physician relationships that has the potential to improve care delivery and coordination, clinical quality, and patient cost. Our findings and recommendations address:• Changes in the market place.• The concept of an integrated medical staff model.• The role of operational clinical integration, enabled by an Electronic Medical• Record, toward creating virtual medical staffs.• Benefits to the hospital, physicians, patients and community.• What boards and senior management can do to move toward the model.
Does patient engagement result in more appropriate utilization?Benjamin Littenberg
This presentation reviews what published research has established about how patient engagement improves the overall clinical experience and what that means for providers.
In the coming years the United States will find themselves going through a number of changes within the Social Security Administration which will affect the Health Care Industry as we know it “Hospital size has long been an area of discussion and debate in the U.S. healthcare industry. Questions have consistently focused on cost management or efficiency in large versus small hospitals. A persistent question among researchers is whether efficiencies are associated with larger facilities through economies of scale, or if there are alternate scenarios that play a significant part in hospital cost and efficiency” (2009, JHM). Since the Affordable Health Care Act was established it made obtaining health care much more affordable and accessible, but at the same time there has to be some cut back.
Similar to 23Health Professions Press, Inc.Post Off.docx (20)
5 to 8 sentence each 1. Declining marriage rates have led many .docxdomenicacullison
5 to 8 sentence each
1. Declining marriage rates have led many to conclude that Americans no longer place a high value on marriage. Use data and arguments to advocate for and against this conclusion.
2. Discuss the varied causes and ramifications of cohabitation among couples who choose it as a living arrangement before marriage, instead of marriage, or after divorce.
.
5-7 PagesYou will craft individual essays in response to the pro.docxdomenicacullison
5-7 Pages
You will craft individual essays in response to the provided prompts. You must use the current Turabian style with default margins and 12-pt Times New Roman font. For each essay, include a title page and reference page, also in current Turabian format. You must include citations to a sufficient number of appropriate scholarly sources to fully support your assertions and conclusions (which will likely require more than the minimum number of citations). Each paper must contain at least 5 7 scholarly sources
original to this paper
,
The UN— “A More Perfect Union?”
Considering the readings, video presentations, and your own research, draft a quality 6–7-page research paper on the role, legitimacy, and authority of the UN according to the following prompts, answering in a separate or integrated manner as you wish.
Identify at least 3reasons that states might defend the intrinsic legitimacy of the UN as a governing authority. In reverse, identify at least 3reasons that states might criticize its legitimacy and authority.
In short, make an argument for the limits and possibilities of the UN as a legitimate governing authority in a world of sovereign states.
What is the relationship of the UN to the current international system of states?
Considering the reasons for the creation of the UN after WWII, does it seem driven by political necessity or the political utility? In plainer English, do states need the UN more than the UN needs the states? Or do states both large and small find the UN a useful tool for improving their relative power and legitimacy vis-à-vis other states and global institutions? Is there some position in-between?
Using other sources and extra-Scholar sources (The commentaries, teachings, other writings, etc.) to inform your own reasoning, comment on the compatibility with the idea of
World Government
. [
Attention
: The Instructor does not view the question as rhetorical, nor the answer self-evident. So, reason carefully.] For example, if the logic of collective action under the
Articles of Confederation
—the logic of state sovereignty—failed to secure American liberties as well as the ‘more perfect union’, the new Constitution established by the Framers in 1787 to replace it, effectively requiring states to cede sovereignty to a larger collective authority, why would the same logic of collective action not justify the UN as a ‘more perfect union’ to replace an anarchic system of sovereign states putting the world at risk in a nuclear age?
.
5.1 Assignment Reading and RemediationGetting Start.docxdomenicacullison
5.1 Assignment: Reading and Remediation
Getting Started
Viewing the videos and practicing using the practice Excel file with its video can prepare you for the work needed on the research report.
In order to successfully complete this exercise, you should be able to:
Review videos about statistics fundamentals.
Practice with the Excel file provided.
Resources
File: WS5Practice
File: WS5Homework
Video: Chi-Square
Video: Chi-Square Testing
Textbook:
OpenIntro Statistics
File: Chi-Square_10by10.xlsx
Background Information
Providing background and descriptive statistics is like a literature review section of a dissertation. You review and communicate the analysis on the raw data. You present visual representations of the data to give meaning to the raw data.
Instructions
Watch the following video on chi-square:
Watch the Excel remediation videos on chi-square testing:
Chi-Square Testing
using the
Chi-Square_10by10.xlsx
file.
An optional supplementary textbook is
OpenIntro Statistics
, and you can read the concepts there.
Use the lab file
WS5Practice
to practice the Excel skills (includes an Excel hands-on video inside the spreadsheet as a link).
Use the file
WS5Homework
to demonstrate the Excel skills. Each of the three problems is worth 20 points, for a total of 60 points possible for this assignment.
When you have completed your assignment, save a copy for yourself and submit a copy to your instructor by the end of the workshop.
=================================================
5.2 Assignment: Summarizing Raw Data
Getting Started
Being able to summarize data using pivot tables is a crucial skill to develop in business and research. Excel provides a powerful pivot table tool that is heavily used in finance, accounting, information technology, and other business areas. In this course, the skill is used to support a chi-square analysis.
In order to successfully complete this assignment, you should be able to:
Summarize data into a contingency table from raw data using pivot tables.
Resources
File: WS5-2_PivotTables
File: WS5-2_PivotAssignment
Instructions
Review the rubric to make sure you understand the criteria for earning your grade.
Read the file
WS5-2_PivotTables
.
After reading the Word document, open the file
WS5-2_PivotAssignment
.
Create the appropriate summary tables called contingency tables.
Turn in an Excel file showing the pivot table you have created.
When you have completed your assignment, save a copy for yourself and submit a copy to your instructor by the end of the workshop.
===============================================
5.4 Assignment: Create Categorical Hypothesis
Getting Started
After the prior activities, the analysis section can be written for the research report. Since there are three analyses to perform, this is a partial assignment for the analysis section.
In order to successfully complete this assignment, you should be able to:
Wri.
4TH EDITIONManaging and UsingInformation Systems.docxdomenicacullison
4TH EDITION
Managing and Using
Information Systems
A Strategic Approach
KERI E. PEARLSON
KP Partners
CAROL S. SAUNDERS
University of Central Florida
JOHN WILEY & SONS, INC.
To Yale & Hana
To Rusty, Russell &Kristin
VICE PRESIDENT & EXECUTIVE PUBLISHER Don Fowley
EXECUTIVE EDITOR Beth Lang Golub
EDITORIAL ASSISTANT Lyle Curry
MARKETING MANAGER Carly DeCandia
DESIGN DIRECTOR Harry Nolan
SENIOR DESIGNER Kevin Murphy
SENIOR PRODUCTION EDITOR Patricia McFadden
SENIOR MEDIA EDITOR Lauren Sapira
PRODUCTION MANAGEMENT SERVICES Pine Tree Composition
This book is printed on acid-free paper.
Copyright ! 2010 John Wiley & Sons, Inc. All rights reserved. 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 Sections 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, website 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 07030-5774, (201) 748-6011, fax (201) 748-6008, website
www.wiley.com/go/permissions.
To order books or for customer service please, call 1-800-CALL WILEY (225-5945).
ISBN 978-0-470-34381-4
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
http://www.copyright.com
http://www.wiley.com/go/permissions
!Preface
Information technology and business are becoming inextricably interwoven. I
don’t think anybody can talk meaningfully about one without the talking about the
other.1
Bill Gates
Microsoft
I’m not hiring MBA students for the technology you learn while in school, but for
your ability to learn about, use and subsequently manage new technologies when
you get out.
IT Executive
Federal Express
Give me a fish and I eat for a day; teach me to fish and I eat for a lifetime.
Proverb
Managers do not have the luxury of abdicating participation in information
systems decisions. Managers who choose to do so risk limiting their future business
options. Information systems are at the heart of virtually every business interaction,
process, and decision, especially when one considers the vast penetration of the
Web in the last few years. Managers who let someone else make decisions about
their information systems are letting someone else make decisions about the
very foundation of their business. This is a textbook about managing and using
information, written for current and future managers as a way of introducing the
broader implications of the impact of information systems.
The goal of this book is to assist managers in becoming knowledgeable par-
ticipants in information systems decisions. Becoming a knowledgeable participant
means lear.
5. The Holy Trinity is central to Catholic beliefs about God. We acc.docxdomenicacullison
5. The Holy Trinity is central to Catholic beliefs about God. We accept it as both a reality and a great mystery. Throughout history there have been many artists who have tried to represent this belief in their artworks. Choose one of the images from the following pages and explain, in the space that follows, why it best symbolises our central Catholic belief about the relationship between God, Jesus and the Holy Spirit.
.
5.1 Provide a brief definition of network access control.5.2 W.docxdomenicacullison
5.1 Provide a brief definition of network access control.
5.2 What is an EAP?
5.3 List and briefly define four EAP authentication methods.
5.4 What is EAPOL?
5.5 What is the function of IEEE 802.1X?
5.6 Define cloud computing.
5.7 List and briefly define three cloud service models.
5.8 What is the cloud computing reference architecture?
5.9 Describe some of the main cloud-specific security threats.
Complete your answers on a WORD Document,
.
4Discussion 6 Review of Four Indiana State Policies.docxdomenicacullison
4
Discussion 6: Review of Four Indiana State Policies
Author’s Name
Institutional Affiliation
Course Name
Instructor
Due Date
Discussion 6: Review of Four Indiana State Policies
In Chapter 9, St. John, Daun-Barnett, and Moronski-Chapman (2013) discuss four state policies in Indiana, which ensure low-income students have better chances of getting higher education opportunities. These state policies are the 21st Century Scholars (TFCS) program, Core 40, Indiana Project on Academic Success (IPAS), and the DREAM Act Bill. The State of Indiana and tuition facilitates the financing of these policies. Specifically, funding is attained through need-based student aid and public tuition charges. This coordination ensures that neither the parents nor the state is overwhelmed with funding the learners. Higher education institutions play a limited role in supporting these four state policies. These policies rely on financial incentives for students, colleges, and schools. Higher education systems play a tiny part in offering support services to students in this regard. Nevertheless, they have tried to implement retention projects through policies such as IPAS.
Regarding the outcome of these policies, for starters, they have improved academic preparation among students in high school. These students are better prepared to succeed in higher learning institutions. However, despite the academic preparation facilitated by the policies, there have been no notable improvements in high school graduation rates among the different racial/ethnic groups. Nevertheless, the SAT scores in Indiana have been considerably better compared to other states in the country (St. John, Daun-Barnett, & Moronski-Chapman, 2013). Also, degree completion, college access, and diversity have been remarkably good in Indiana due to these policies. Out of the four policies, the one that I feel has had the greatest success in eradicating inequalities, supporting students’ progress, and enhancing learners’ access to higher education is the TFCS program. This program not only funds needy students but also prepares them from an early age to be model citizens who do not engage in vices such as drug abuse. It guides both parents and students to take practices that will facilitate good learning outcomes.
Reference
St. John, E. P. S., Daun-Barnett, N., & Moronski-Chapman, K. M. (2013). Public policy and higher education: Reframing strategies for preparation, access, and college success. Routledge.
Vera Discussion:
Hello all,
In higher education financing a student’s tuition is a critical part of enrollment and admissions. The principal component of the funding for state colleges and universities comes from the state government, and ultimately tax dollars. Federal money is available through loans and grants to students, but the schools are primarily depending on state support. Our textbook presented four different higher education plans from California, Indiana, M.
4pagesone is assginmentthe other 3 essays are related wo.docxdomenicacullison
4pages
one is assginment
the other 3 essays are related work for this English class.
The main themes of the course are the ethics of land (proposed by Leopold), the climate crisis, the ecological crisis, the carbon footprint, and the path of sustainable development.
.
4To Replace with name Comment by Sharon Rose Use down ar.docxdomenicacullison
4
To: Replace with name Comment by Sharon Rose: Use down arrow to expand all comments below.
Remove all comments in paper before submitting to earn a better grade. One way to do this, right click on each comment, select ‘Delete Comment’.
All Papers will be checked using SafeAssign. Please focus on keeping the SafeAssign percentage to approximately 20%. Comment by James Manning: From: Replace with nameDate: Replace with dateSubject: Replace with subject of memo Introduction Comment by Sharon Rose: The CEO challenge is for an internal employee provide recommendation of new IT system to remove or bring the Shadow IT projects under the IT department.
Include how this assignment will communicate how your project proposal satisfied the CEO's concern.
Remember Shadow IT from the Week 1 Discussion. The Shadow IT has to either be adopted by the organization, or it has to be removed by the organization. Comment by James Manning:
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vestibulum et nisl ante. Etiam pulvinar fringilla ipsum facilisis efficitur. Maecenas volutpat risus dignissim dui euismod auctor. Nulla facilisi. Mauris euismod tellus malesuada dolor egestas, ac vulputate odio suscipit. Comment by Sharon Rose: Replace Latin text with your writing for this assignment. Enter your content where the Latin text appears.
The Introduction is a short overview of your memo.
Comment by James Manning:
Sed pellentesque sagittis diam, sit amet faucibus diam lobortis quis. Sed mattis turpis ligula, in accumsan ante pellentesque eu. Quisque ut nisl leo. Nullam ipsum odio, eleifend non orcinon, volutpat sollicitudin lacus. (Beetle Baily Cartoon) Proposed Information System Comment by Sharon Rose: Identify the main functions of your proposed information system and why they are important to the business.
To earn an ‘A’ in this section you must (From Grading Rubric):
Proposed an original information system. Identified the main functions of the system. Explained the importance of each function to the business.
Explained the stylistic choices for architecture of information system. Connected main functions of system to business needs and shadow IT.
Donec tincidunt ligula eget sollicitudin vehicula. Proin pharetra tellus id lectus mollis sollicitudin. Etiam auctor ligula a nulla posuere, consequat feugiat ex lobortis. Duis eu cursus arcu, congue luctus turpis. Sed dapibus turpis ac diam viverra consectetur. Aliquam placerat molestie eros vel posuere.
Comment by Sharon Rose: Add diagrams when applicable.
If a diagram is added, it should show the proposed information system. Comment by James Manning:
This Photo by Unknown Author is licensed under CC BY-SA
Figure 1. Title (Source: www.source-of-graphic.edu ) Comment by Sharon Rose: Include source if applicable, remove when diagram is original) Comment by James Manning: Functions Important to Business Comment by James Manning:
To earn an “A” in this section (From Grading Rubric):
Exp.
5 pages in length (not including title page or references)This.docxdomenicacullison
5 pages in length (not including title page or references)
This week’s journal article focuses on attribution theory and how it influences the implementation of innovation technologies. Two types of employee attributions are noted in the article (intentionality and deceptive intentionality), please review these concepts and answer the following questions:
1. Provide a high-level overview/ summary of the case study
2. Note how constructive intentionality impacts innovation implementations
3. Find another article that adds to the overall findings of the case and note how attribution-based perspective enhances successful innovation implementations. Please be explicit and detailed in answering this question.
4. Discuss what ethical leadership is and how it impacts the organizational culture.
5. What are the various dimensions of ethical leadership?
6. Note some failures in ethical leadership, please find an example, explain the failure and note possible solutions to fix the issue with leadership.
(Question 1, 2 and 3 below Journals):
Journal Article 3.1: Lucas, J.W. and Baxter, A.R. (2012) ‘Power, influence, and diversity in organizations’, The ANNALS of the American Academy of Political and Social Science, 639(1): 49–70.
Journal Article 3.2: Martinez, A.D., Kane, R.E., Ferris, G.R. and Brooks, C.D. (2012) ‘Power in leader–follower work relationships’, Journal of Leadership & Organizational Studies, 19(2): 142–151.
Journal Article 4.1: Petty, M.M., Beadles, N.A., Chapman, D.F., Lowery, C.M. and Connell, D.W. (1995) ‘Relationships between organizational culture and organizational performance,’ Psychological Reports, 76(2): 483–492.
Journal Article 4.2: Bonavia, T. (2006) ‘Preliminary organizational culture scale focused on artifacts’, Psychological Reports, 99(3): 671–674.
Journal Article 4.3: Walker, R.C. and Aritz, J. (2015) ‘Women doing leadership: leadership styles and organizational culture,’ International Journal of Business Communication, 52(4): 452–478.
(Question 4, 5 and 6 below Journals):
Journal Article 5.1:Bormann, K.C. and Rowold, J. (2016) ‘Ethical leadership’s potential and boundaries in organizational change: a moderated mediation model of employee silence,’ German Journal of Human Resource Management, 30(3–4): 225–245.
Journal Article 5.2:Haney, A.B., Pope, J. and Arden, Z. (2018) ‘Making it personal: developing sustainability leaders in business,’ Organization & Environment. DOI: 10.1177/1086026618806201
Please be sure that journal articles are peer-reviewed and are published within the last five years.
The paper should meet the following requirements:
• 5 pages in length (not including title page or references)
• APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
.
5 to 7 DAY EXERCISE LOG Exercise Log Name___Hejin Lin__.docxdomenicacullison
5 to 7 DAY EXERCISE LOG
Exercise Log
Name___Hejin Lin__________________________ Section # __2____ Start Date _4/7_________ End Date _4/12_______
I. Cardio Respiratory Endurance
Day
Type of Exercise
Duration
(Time)
Intensity (Peak Target Heart rate or Rate of Perceived Exertion)
Cardio Comments for the week- a short descriptive comment for each workout or one long comment summarizing the week on how you felt after each workout
1
Running
25 mins
175
I felt tired, and end up fast walking
2
Running
25 mins
170
kind of tired
3
Running
30 mins
168
Feeling better, also gain more times
4
Running
30 mins
172
much better
5
Swimming
25 mins
176
I felt tired at first, and then gets better
II. Muscular Strength/Endurance
Number of Sets ___2__
Rest Period __3 mins___
Exercise
Sunday Wt/Reps
Monday Wt/Reps
Tuesday Wt/Reps
Wednesday Wt/Reps
Thursday Wt/Reps
Friday Wt/Reps
Saturday Wt/Reps
Push up
/20
/
/
/25
/25
/
/30
Arm curl
25/10
/
/
25/12
30/8
/
30/10
Crunches
/25
/
/
/30
/30
/
/30
Heel raise
/
/
95/12
/
/
100/15
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
/
Descriptive Strength Comments for the week (Mandatory) on how you felt after each workout
I felt my stomach muscles working when I am doing the exercise, and my muscles were sore, I think I am going get used to it.
III. Flexibility
Number of Sets ___1_____
Reps ____10____
Duration ___35 sec_____
Check each exercise performed
Exercise
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Shoulder rolls
10
10
10
10
Lateral abdominal
10
10
10
10
Hamstring stretch
10
10
Descriptive Flexibility Comments for the week: (Mandatory) on how you felt after each workout
Feels great that after stretching, my muscles still felt a little bit sore, but much better.
5 to 7 DAY EXERCISE LOG
Exercise Log
Name________Hejin Lin__________________Section # __3____ Start Date ____4/15_______ End Date ____4/20____
I. Cardio Respiratory Endurance
Day
Type of Exercise
Duration
(Time)
Intensity (Peak Target Heart rate or Rate of Perceived Exertion)
Cardio Comments for the week- a short descriptive comment for each workout or one long comment summarizing the week on how you felt after each workout
1
Running
30 mins
Not very tired, almost get used to it
2
Running
35 mins
Gains 5 more mins, feels good
3
Running
35 mins
Woke up in the morning, had more energy
4
Running
40 mins
Gains 5 more mins to 40 mins, felt a little bit tired
5
Running
40 mins
Much better
II. Muscular Strength/Endurance
Number of Sets ___2 to 3_
Rest Period __2 mins___
Exercise
Sunday Wt/Reps
Monday Wt/Reps
Tuesday Wt/Reps
Wednesday Wt/Reps
Thursday Wt/Reps
Friday Wt/Reps
Saturday Wt/Reps
Crunches
/35
/35
/
/35
/
/35
/
Push up
/25
/25
/
/25
/
/25
/
Triceps
30/10
30/10
/
30/10
/
30/10
/
/
/
/
/
/
/
/
/
/
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/
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5 Pages 1. Should nonprofit organizations be viewed principally .docxdomenicacullison
5 Pages
1. Should nonprofit organizations be viewed principally as businesses with a social purpose or are they inherently different from for-profit companies? Compare and contrast in your explanation.
2. What are the five general and complementary approaches to judging the effectiveness of nonprofit organizations?
Identify which of these you might find more challenging as a nonprofit leader and explain why.
3. Provide a brief summary of the legal accountability, roles, and responsibilities of nonprofit leadership.
.
5 pagesResearch either a wildfire and mass movement (one tha.docxdomenicacullison
5 pages
Research either a wildfire and mass movement (one that has actually occurred and been reported on).
Instructions:
essay between 1,250 and 1,750 words (5 pages in length) identifying:
· the type and origin of the natural disaster,
· the magnitude of the damage, including structural damage and harm to humans and the environment,
· agency response (governmental or private agencies) and ethical dimension,
· lessons learned and any resulting changes in regulations related to building code modifications, siting requirements, procedural changes, etc.,
· your opinion as to the effectiveness of any corrective actions taken to minimize the chance of recurrence.
· APA Format, place citations for work in the body and provide reference page
.
5 Establishing Organizational Objectives
iStock/Thinkstock
Ah, but a man’s reach should exceed his grasp,
Or what’s a heaven for?
—Robert Browning
Learning Objectives
After reading this chapter, you should be able to do the following:
• Describe the nature of objectives and the important role of—and management by—objectives in an HCO.
• Discuss the characteristics of good objectives.
• Delineate the types of objectives that are included in a strategic plan, and include examples of objectives for
key result areas.
• Provide an example of how to use data from an internal and external environmental analysis to set good
objectives.
• Explain how to perform a periodic review of objectives for measuring progress and making updates
as needed.
Section 5.1The Nature and Role of Objectives
Introduction
An HCO cannot achieve goals if none exist for the organization. Although this idea is quite
simple, many people overlook it. To accomplish anything, an organization must have a clear
understanding of what is to be accomplished. Strategic objectives are the tool by which
organizations define their goals and sketch out a specific road map for achieving them. If we
fail to set specific objectives, we simply waste our time and energy by going in circles. Later,
we look back at what we accomplished and wonder where the time went. Just being busy and
involved in activities does not mean that we are accomplishing what we need to accomplish.
This chapter focuses on the need to establish objectives, the characteristics of good objec-
tives, and the process of writing objectives. After the vision and mission of the HCO have been
defined, and the internal and external analyses completed, relevant objectives are developed
for the strategic plan.
5.1 The Nature and Role of Objectives
Objectives can be defined as clear, concise written statements outlining what is to be accom-
plished in key result areas in a certain time period, in measurable terms. Peter Drucker argues
that “objectives are not fate; they are direction. They are not commands, but they are com-
mitments. They do not determine the future, but they are the means by which the resources
and energies of the operation can be mobilized for the making of the future” (Drucker, 1954,
p. 102).
As noted in Chapter 2, the words key results, goals, and targets often are used synonymously
when talking about short- and long-term objectives. Whatever the label used, the idea is to
focus on a specific set of target activities and outcomes to be accomplished. Think of the anal-
ogy of the archer used in Chapter 2. An HCO administrator wants the whole organization
aimed at a single target, just as an archer wants every arrow aimed at the bull’s-eye. People
get confused and disorganized if they do not know where they are going. In large measure,
the success or failure of an HCO is based on its ability to set goals, as well as on tools with
which to measure progress toward those.
450+ WordsDiscussion Questions What are the main tenants of.docxdomenicacullison
450+ Words
Discussion Questions
: What are the main tenants of U.S. cyber policy from a civilian and military sector perspective? What are the strengths and weaknesses? This is your opportunity to take a critical look at current US cyber policy and assess it for its positive aspects as well as the negative. How does US policy stand up in light of everything we have learned so far?
.
459- Provide a substantive response to at least two of your pe.docxdomenicacullison
459-
Provide a substantive response to at least two of your peers who presented an example that was not in your response. What did you learn from the examples they presented? Are you now more aware of the challenge of change in health care?
Peer 1.Keneisha
- In health care, the consistency of handling change is constant. Change is an effect of snowball within a healthcare facility. Improvement in one area may or may not impact another establishment area irrespective of the correlations. Eventually, change affects the whole organization.
Electronic health records (EHR) and the Health Insurance Probability and Accountability Act (HIPPA) are two indicators of the healthcare industry. Although many resisted the change within the medical records and implemented EHR, the change made life much easier to navigate through with medical records. The move saved money and didn't have to use as many paper products. EHR made chart access and legibility much faster and easier to navigate through.
Within the change, HIPAA was a little more complex. HIPPA has been introduced to allow an individual to change jobs and not to complicate the coverage of the modified work transaction. HIPAA is meant to protect the protection of patient information and not to be widely distributed. This also included training in patient privacy and security issues for each health care staff members.
Reflecting on these two improvements show that once change is introduced, it can result in substantial change for the better and development of both staff and patients. Both need an open attitude and training, but implement a productive workflow.
Peer 2. Qiana
- Change is not always easy for anyone, and those in the healthcare field. Though change can be good because it can change or make the healthcare delivery systems better and meet those needs of their area. The healthcare environment continues to change and can be a challenge. With changing trends and concerns within healthcare settings, they can show the stages of life cycles within the organization and survival strategies. When rends change, there are changes that occur in case of patients and administrative support. (Liebler & McConnell, 2017). To ensure the survival of any organization change is essential to have a competitive edge in the healthcare environment. Often, for staff managers must be leaders during this process and try to make these changes go smoothly, because it can be difficult for employees.
Healthcare managers must be able to manage change, even though it may be complicated. Being able to manage change can be difficult but all involved must be able to adapt, and it is the job of the manager to inform employees as well as constituents and help them to understand why the change is a necessity and their roles even though it may be difficult.
The two examples of successful change I have chosen are Change as Opportunity: Y2K and A Study in Proactive Change: Electronic Health Records. The trn of the year 2.
4th Grade Science-A Discussion of how Students Learn to Self Assess.docxdomenicacullison
4th Grade Science-A Discussion of how Students' Learn to Self Assess Science
For this assignment, candidate will work alone to research and observe selected videos in their discipline (area of study). Candidate will observe a total of 5 hours of videos.
Candidates will provide a written analysis and/or reflection that responds to the video and selected writing prompt.
.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2. Professions Press (see website and address above or call 1-888-
337-8808 or 1-410-
337-9585). Cases in Health Services Management can also be
used in conjunction
with the textbook, Managing Health Services Organizations and
Systems, also
published by Health Professions Press.
The cases presented in this volume are based on the case
authors’ field research in
a specific organization or are composite cases based on
experiences with several
organizations. In most instances, the names of organizations and
individuals and
identifying details have been changed. Cases are intended to
stimulate discussion
and analysis and are not meant to reflect positively or
negatively on actual persons
or organizations.
Library of Congress Cataloging-in-Publication Data
Names: Darr, Kurt, editor. | Farnsworth, Tracy J., editor. |
Myrtle, Robert C.,
editor.
Title: Cases in health services management / edited by Kurt
Darr, Tracy J.
Farnsworth, Robert C. Myrtle.
Description: Sixth edition. | Baltimore : Health Professions
Press, Inc., [2017] |
Preceded by: Cases in health services management / edited by
Jonathon S.
Rakich, Beaufort B. Longest, Kurt Darr. 5th ed. c2010. |
Includes bibliographical
3. 4
http://www.healthpropress.com
references. | Description based on print version record and CIP
data provided by
publisher; resource not viewed.
Identifiers: LCCN 2017008811 (print) | LCCN 2017010156
(ebook) | ISBN
9781938870736 (epub) | ISBN 9781938870620 (pbk.)
Subjects: | MESH: Hospital Administration | Health Services
Administration |
Total Quality Management | Organizational Case Studies |
United States
Classification: LCC RA971 (ebook) | LCC RA971 (print) | NLM
WX 150 | DDC
362.10973—dc23
LC record available at https://lccn.loc.gov/2017008811
British Library Cataloguing-in-Publication data are available
from the British
Library.
5
https://www.lccn.loc.gov/2017008811
To the Alumni of the GWU MHA Program
(Dedication of Dr. Darr)
4. To my wife, Michelle;
parents Karl and Jackie;
and children, Lindsey (Dan), Taylor (Jill), Rachel (Steven), and
Dallin
(Dedication of Dr. Farnsworth)
To my students, who made this work possible
(Dedication of Dr. Myrtle)
6
Additional titles on healthcare management and
administration
Managing Health Services Organizations and Systems (Sixth
Edition)
Ethics in Health Services Management (Sixth Edition)
Climbing the Healthcare Management Ladder: Career Advice
from
the Top on How to Succeed
Superior Productivity in Healthcare Organizations: How to Get
It,
How to Keep It (Second Edition)
Becoming an Effective Leader in Healthcare Management: The
12
Essential Skills (Second Edition)
6. result in allegations of antitrust, excessive healthcare costs,
disruption
of physician referral patterns, and use of harsh collection
practices,
all of which cause a negative reaction in its service area.
2 Flu Vaccine
Mary K. Feeney and Abigail Peterman
Flu vaccine shortages in 2004–2005 caused by a major
manufacturer’s problems with quality control result in federal
and
state efforts to secure supplies of the vaccine and raise public
policy
and resource-allocation issues that users can role-play in three
scenarios.
3 Merck’s Crixivan
Kimberly A. Rucker, Nora G. Albert, and Kurt Darr
A pharmaceutical manufacturer encounters significant negative
stakeholder reaction to its introduction of a new medication for
the
human immunodeficiency virus despite having met expectations
for
clinical rigor and carefully assessing stakeholders and the
external
environment.
8
4 Pineridge Quality Alliance: A Case Study in Clinical
Integration
and Population Health
Tracy J. Farnsworth
A new CEO urges his board to move toward becoming an
7. accountable care organization and promoting regional
population
health, which demands choosing among three common
approaches to
navigating the challenges and opportunities of developing a
clinically
integrated network.
5 Hawaii Health Systems Corporation: The Politics of Public
Health Systems Governance
Earl G. Greenia
A healthcare executive facing continual public policy
restructuring of
Hawaii’s Health Systems Corporation must develop strategic
options
for his board to consider in response to this environmental
uncertainty.
PART II STRATEGIC MANAGEMENT
6 Riviera Medical Center
Michael J. King and Robert C. Myrtle
The CEO of a 350-bed hospital explores strategic alternatives to
enhance its financial situation and reputation by asking the
hospital
board to approve a worksite wellness program to be marketed to
area
companies to improve workers’ health and decrease employers’
healthcare costs.
7 Edgewood Lake Hospital: Leadership in a Rural Healthcare
Facility During Challenging Economic Times
Brent C. Pottenger, Douglas Archer, Stephen Cheung, and
Robert C.
Myrtle
The new CEO of a 30-bed, not-for-profit rural hospital faces a
8. turnaround situation to make the hospital profitable after 3
years of
losses. Problems include challenging payer mix, employee
overstaffing, and difficulty recruiting physicians.
8 Klamath Care: Targeting and Managing Growth and
Company-
Wide Development
Tracy J. Farnsworth, Leigh W. Cellucci, and Carla Wiggins
9
The CEO of a growing system of urgent care centers recounts
the
organization’s development over a decade while considering
strategies and options for future growth in an increasingly
crowded
marketplace with an analysis that uses financial, market share,
and
demographic data.
9 Hospital Consolidation
Tracy J. Farnsworth
This case focuses on the relationship healthcare providers have
with
their local and regional markets and the need to balance
organization
and community interests when making decisions that affect the
healthcare marketplace.
10 Service Area Management
Tracy J. Farnsworth
Users are challenged to analyze, prioritize, and use disparate
information common to a dynamic and competitive healthcare
9. marketplace as part of an organization’s strategic planning and
marketing processes.
11 Western Healthcare Systems: A Healthcare Delivery
Continuum
Robert C. Myrtle
Western Healthcare Systems was creating an integrated delivery
system when an opportunity to acquire a large multispecialty
group
arose, but it may be imprudent to proceed because of hospital
and
multispecialty group physician resistance.
PART III ORGANIZATIONAL MANAGEMENT
12 Hartland Memorial Hospital: Part 1, In-Box and
Prioritization
Exercise
Kent V. Rondeau, John E. Paul, and Jonathon S. Rakich
The VP for nursing services of a 285-bed for-profit hospital
must
decide what actions to take regarding her in-box, which
includes e-
mail, correspondence, and phone messages that communicate
various
challenges, such as two angry nurses, a wandering patient, staff
shortages, and increasing numbers of OR infections.
Emphasizes
priority setting, decision making, and delegation.
13 Bad Image Radiology Department
10
10. Kurt Darr
Management of a community hospital is unwilling to recognize
and
address major problems in its radiology department, which is
directed
by a radiologist whose disruptive behavior and preoccupation
with
income and stock market speculation have diminished the
quality of
radiograph readings with tragic results.
14 Westmount Nursing Homes: Implementing a Continuous
Quality
Improvement Initiative
Kent V. Rondeau
The future of a total quality management initiative is threatened
when
the CEO has to overcome more than the expected barriers and
pitfalls
in a chain of seven nursing homes and the initiative becomes
entangled in negotiations with the union representing nurses.
15 District Hospital: A Lesson in Governance
Cynthia Mahood Levin and Kurt Darr
A tax district community hospital has major problems with its
governance structure because of historical animosities among
internal
stakeholders, medical staff politics, weak and ambivalent senior
management, and a disruptive member of the medical staff who
has
ambitions to attain major power in the hospital.
16 Restructuring Decision Making at Holy Family Hospital:
Overcoming Resistance to a Shared Governance Program
Kent V. Rondeau
A change initiative introduced to democratize decision making
11. and
improve clinical care in a healthcare organization is met with
staff
suspicion, derision, and resistance.
PART IV ORGANIZATIONAL EFFECTIVENESS
17 Attica Memorial Hospital: The Ingelson Burn Center
Bonnie Eng-Suess and Robert C. Myrtle
After the merger of two hospitals, planning must include how to
consolidate duplicated services and realign units, including a
burn
center, while considering the center’s financing and community
and
organizational impact.
11
18 Pediatric Dental Care Center
Eleanor Lin
A not-for-profit pediatric dental care center that has struggled
financially for years as it serves a Medicaid population is
offered the
opportunity to become part of a federally qualified health
center, but
to do so requires expanding services and significantly changing
its
governance structure.
19 Radical Innovation on the Idaho Frontier: Bengal
Telepharmacy
Julie Frischmann, Neil Tocher, and Alexander R. Bolinger
Efforts to provide pharmacy services in a rural community are
successful because of creative thinking, perseverance, political
12. deal
making, and using telepharmacy in a unique and effective way.
20 Structure and Funding of Hospitalist Programs
John E. Paul and Gillian Gilson Watson
An academic medical center must decide how to structure and
fund
hospitalist services in the context of its relationship with an
affiliated
school of medicine; the history and content of hospitalist
functions;
and other revenue that might be derived from hospitalist
services,
even while considering several alternate strategies.
21 Appian Health Systems
Robert C. Myrtle
A negotiation simulation allows participants to assume union
and
hospital roles to work toward an acceptable collective
bargaining
agreement.
22 Evolution of the Healthy Communities Initiatives
Barry Ross
Several years after initiating healthcare services for diverse,
underserved communities, hospital leadership is planning how
to take
its activities to a level with greater impact and sustainability.
PART V LEADERSHIP CHALLENGES
23 Hospital Software
13. Solution
s (A)
Elizabeth M. A. Grasby and Jason Stornelli
A software company supplying information technology services
to
12
Ontario (CN) hospitals has an ill-defined structure and controls
that
frustrate a new employee with conflicting demands from the
firm’s
managers, including expectations inconsistent with her job
description.
24 The Case of Tim’s Last Years
Kurt Darr and Carla Jackie Sampson
Declining physical health forces an accomplished retired
professor to
enter a life care community in which his diminished
14. independence
leads to conflicts with management and staff even as further
health
problems result in an apparently willed death.
25 Autumn Park
Cara Thomason Embry and Robert C. Myrtle
The executive director and the director of assisted living in a
community for independent and assisted living must resolve a
disagreement as to the appropriate level of care for a difficult
resident.
26 Appalachian Home Health Services
Kathryn H. Dansky
A not-for-profit home health agency faces a controversial
choice after
learning its best applicant for a nursing position is a convicted
felon,
and a review by management shows more widespread problems
with
recruitment and staffing.
27 Suburban Health Center
Bruce D. Evans and George S. Cooley
The supervisor of the suburban branch of a city health
15. department
faces problems with an insubordinate and possibly incompetent
nurse, even as the lack of authority and inadequate support from
superiors are complicated by the absence of employee
performance
evaluations.
28 Team Building: From Success to Failure in 24 Hours
Cherie A. Hudson Whittlesey
What starts as a highly successful team-building exercise
becomes
problematic when one physician challenges the process and
forces
the facilitator to consider underlying issues and then devise
responses
13
that will preserve team cooperation.
PART VI ETHICS INCIDENTS
29 Ethics Incidents
16. Kurt Darr
Twelve mini-case studies cover the spectrum of administrative
and
clinical ethical issues, from conflicts of interest to dishonest
contractors and from infection control to advance medical
directives.
14
Administrative Ethics
Incident 1: Borrowed Time
Incident 2: ED Repeat Admissions: A Question of Resource Use
Incident 3: The Administrative Institutional Ethics Committee
Incident 4: Bits and Pieces
Incident 5: A Potentially Shocking Revelation
Incident 6: Intensive Care Unit Dysfunction
Clinical Ethics
Incident 7: Protecting the Community
Incident 8: Decisions
Incident 9: The Missing Needle Protector
Incident 10: To Vaccinate, or Not
Incident 11: Demarketing to Avoid Bankruptcy
17. Incident 12: Something Must Be Done, But What?
15
About the Editors
Kurt Darr, JD, ScD, LFACHE, is Professor Emeritus of Hospital
Administration, and of Health Services Management and
Leadership,
Department of Health Services Policy and Management, School
of
Public Health, The George Washington University. Dr. Darr
holds the
Doctor of Science from The Johns Hopkins University and the
Master of
Hospital Administration and Juris Doctor from the University of
Minnesota. His baccalaureate degree was awarded by Concordia
College,
Moorhead, MN.
Dr. Darr completed an administrative residency at the Rochester
(MN)
Methodist Hospital and subsequently worked as an
18. administrative
associate at the Mayo Clinic. After being commissioned in the
U.S. Navy
during the Vietnam War, he served in administrative and
educational
assignments at St. Albans Naval Hospital (NY) and Bethesda
Naval
Hospital (MD). He completed postdoctoral fellowships with the
U.S.
Department of Health and Human Services, the World Health
Organization, and the Accrediting Commission on Education for
Health
Services Administration.
Dr. Darr is admitted to practice before the Supreme Court of the
state
of Minnesota and the Court of Appeals of the District of
Columbia. He
was a mediator for the Civil Division of the Superior Court of
the District
of Columbia and has served as a hearing officer for the
American
Arbitration Association. Dr. Darr is a member of hospital
committees on
quality improvement and on ethics in the District of Columbia
19. metropolitan area. He is a Life Fellow of the American College
of
Healthcare Executives.
Dr. Darr’s teaching and research interests include health
services
management, administrative and clinical ethics, hospital
organization and
management, quality improvement, and applying the Deming
method in
health services. Dr. Darr is the editor and author of numerous
books,
articles, and cases used for graduate education and professional
development in health services.
Tracy J. Farnsworth, EdD, MHSA, MBA, FACHE, is President
and
16
Chief Executive Officer of the Proposed Idaho College of
Osteopathic
Medicine Dr. Farnsworth has served as Director and Associate
20. Dean of
the School of Health Professions, Division of Health Sciences,
Idaho State
University (ISU [Pocatello]) since 2010. He is Associate
Professor in the
Health Care Administration Program at ISU and has served as
Program
Director.
Dr. Farnsworth is a graduate of Brigham Young University. He
received master’s degrees in Business and Health Services
Administration
from Arizona State University and the Doctor of Education in
Educational
Leadership from ISU. In 2014, Dr. Farnsworth was awarded the
Kole-
McGuffey Prize for excellence in education research, and in
2016 he
received the J. Warren Perry Distinguished Author Award from
the
Association of Schools of Allied Health Professions.
Prior to becoming an educator, Dr. Farnsworth had executive-
level
appointments with Intermountain Healthcare, Catholic
21. Healthcare West,
the City of Hope National Medical Center, and other public and
private
healthcare systems.
A Fellow of the American College of Healthcare Executives,
Dr.
Farnsworth has written and spoken widely on subjects related to
hospital
and health systems performance improvement, healthcare
reform, medical
education, healthcare leadership and governance, and
interprofessional
education/collaboration.
Robert C. Myrtle, DPA, is Professor Emeritus of Health
Services
Administration, Sol Price School of Public Policy, University of
Southern California. Dr. Myrtle received a bachelor’s degree in
business
administration from the California State University, Long
Beach, and a
master’s and doctoral degree in public administration from the
University
of Southern California. During 41 years at the University of
22. Southern
California (USC), Dr. Myrtle co-authored two books on
management; 18
book chapters; 51 articles in journals, including Health Care
Management
Review, Health Policy and Planning, Public Administration
Review, Social
Science and Medicine, and The Gerontologist; and 70
conference papers
and professional reports. He has academic appointments in the
Leonard
Davis School of Gerontology and the Marshall School of
Business and is a
Visiting Professor in the Institute of Health Policy and
Management at the
National Taiwan University.
Dr. Myrtle’s key research interests are leadership, executive
development, and organizational and management effectiveness.
Current
research includes the influence of managers’ behavior on
perceptions of
17
23. overall leadership effectiveness; examining factors influencing
the
performance of surgical teams; and assessing factors
influencing
organizational legitimacy during and following major natural
disasters.
Dr. Myrtle is the recipient of the Academy of Management’s
Health
Care Division’s Teaching Excellence Award and the American
Society for
Public Administration’s Los Angeles Chapter Harry Scoville
Award for
Academic Excellence. He was named Professor of the Year at
USC and
has three times been named Most Inspirational Business
Professor. He is
the recipient of the American College of Healthcare Executives
Regents
Award, and the Hubert H. Humphrey Award for best article of
the year
appearing in the Journal of Health and Human Services
Administration.
24. Dr. Myrtle was chair of the Los Angeles County Hospitals and
Health
Services Commission. He was board chair for SCAN Health
Plan and was
a member of the board of directors for the Huntington Medical
Foundation. He has served as board chair of Health and Human
Services
for the City of Long Beach (CA).
Professor Emeritus Darr coauthored the textbook, Managing
Health
Services Organizations and Systems, Sixth Edition (2014), with
Beaufort
B. Longest, Jr., published by Health Professions Press. This
health services
management textbook should be used as a complement to Cases
in Health
Services Management.
18
Contributors
25. Nora G Albert, MHA
Project Manager
Children’s National Health System
111 Michigan Ave, NW
Washington, DC 20010
Douglas Archer, MHA
Hospital Administrator
Sutter Health-Memorial Hospital–Los Banos
520 West I St.
Los Banos, CA 93635
Alexander R Bolinger, PhD, MBA
Associate Professor of Management
Idaho State University
921 S. 8th Ave.
Pocatello, ID 83209–8020
Leigh W Cellucci, PhD, MBA
Professor and Program Director
Department of Health Services and Information Management
East Carolina University
Greenville, NC 27858–668
26. Stephen Cheung, MHA, DDS
School of Dentistry
State Capital Center
School of Policy, Planning, and Development
University of Southern California
Sacramento, CA 95811
19
George S Cooley
Long Green Associates, Inc.
Long Green, MD 21092
Kathryn H Dansky, PhD
Associate Professor Emerita
Department of Health Policy and Administration
College of Health and Human Development
Pennsylvania State University
201 Main
University Park, PA 16802
Kurt Darr, JD, ScD, LFACHE
Professor Emeritus, Hospital Administration
27. Dept. of Health Services Management & Leadership
The George Washington University
2175 K Street, NW
Suite 320
Washington, DC 20037
Cara Thomason Embry, MSG, MHA, RN
Sol Price School of Public Health
University of Southern California
Los Angeles, CA 90089–0626
Bonnie Eng-Suess, MHA
Director of Hospital Risk Contracting and Operations
Dignity Health
251 S. Lake Ave., Ste 700
Pasadena, CA 91101
Bruce D Evans, MBA
Professor of Management
University of Dallas
Satish & Yasmin Gupta College of Business
1845 E. Northgate Dr.
Irving, TX 75062
Tracy J Farnsworth, EdD, MHSA, MBA, FACHE
28. 20
Associate Dean and Director
Kasiska School of Health Professions
Division of Health Sciences
Idaho State University
921 South 8th Ave.
Pocatello, ID 83209–8090
Mary K Feeney, PhD
Associate Professor and Lincoln Professor of Ethics in Public
Affairs
School of Public Affairs
Arizona State University
411 N. Central Ave., Suite 450
Phoenix, AZ 85004
Julie Frischmann
Instructor/Academic Coach
Student Success Center
Idaho State University
921 S. 8th Ave.
29. Pocatello, ID 83209–8010
Elizabeth M A Grasby, PhD
c/o Richard Ivey School of Business
The University of Western Ontario
1151 Richmond Street North
London, Ontario N6A 3K7
CANADA
Earl G Greenia, PhD, FACHE
Professor, Healthcare Administration & Management
Colorado State University–Global Campus
7800 E. Orchard Road
Greenwood Village, CO 80111
Michael J King, MHA
Chief Financial Officer, Shared Services Division
Tenet Healthcare Corporation
1445 Ross Ave., Suite 1400
21
Dallas, TX 75202
30. Eleanor Lin, MHA, DDS
Children’s Dental Health Clinic
455 E. Columbia St.
Long Beach, CA 90806
Cynthia Mahood Levin, MHSA
Healthcare Consultant
Palo Alto, CA
Nova Ashanti Monteiro, MD
Children’s National Medical Center
111 Michigan Avenue NW
Washington, DC 20010
Robert C Myrtle, DPA
Professor Emeritus, Health Services Administration
Sol Price School of Public Policy
University of Southern California
105 Siena Drive
Long Beach, CA 90803
John E Paul, PhD, MSPH
Clinical Professor and Associate Chair for Academics
Department of Health Policy and Management
31. Gillings School of Global Public Health
University of North Carolina at Chapel Hill
135 Dauer Drive.
Chapel Hill, NC 27599
Abigail Peterman
Center for Science, Technology and Environmental Policy
Studies
Arizona State University
University Center
411 N. Central Ave.
Phoenix, AZ 85004
Alexandra Piriz Mookerjee, MHSA
22
Administrator
Westminster Communities of Florida
Magnolia Towers
100 E. Anderson St.
Orlando, FL 32801
32. Brent C Pottenger, MD, MHA
Dept. of Physical Medicine & Rehabilitation
Johns Hopkins Medicine
707 North Broadway
Baltimore, MD 21205
Jonathon S Rakich
Professor Emeritus
Indiana University Southeast
4201 Grant Line Road
New Albany, IN 47150
Kent Rondeau, PhD
Associate Professor
School of Public Health
University of Alberta
Faculty of Extension, Enterprise Square
10230 Jasper Ave., Room 2–216
Edmonton, Alberta T5J 4P6
CANADA
Barry Ross, MPH, MBA
Vice President, Healthy Communities
St. Jude Medical Center
101 E. Valencia Mesa Dr.
33. Fullerton, CA 92835
Kimberly A Rucker
Healthcare Consultant
Washington, DC
Carla Jackie Sampson, MBA, FACHE
Graduate Research Associate
23
Florida Center for Nursing
12424 Research Pkwy, #220
Orlando, FL 32826
Jessica Silcox, RN, MSN
Staff Development Educator & Stroke Coordinator
Sentara Northern Virginia Medical Center
2300 Opitz Blvd.
Woodbridge, VA 22191
Jason Stornelli
c/o Richard Ivey School of Business
34. The University of Western Ontario
1151 Richmond Street North
London, Ontario N6A 3K7
CANADA
Neil Tocher, PhD
Professor of Management
Idaho State University
921 S. 8th Ave.
Pocatello, ID 83209–8020
Gillian Gilson Watson, MHA
Department of Hospital Medicine
University of North Carolina Hospitals
101 Manning Dr.
Chapel Hill, NC 27599–7085
Cherie A Hudson Whittlesey, ML
Director, Organizational Learning and Effectiveness
St. Jude Medical Center
101 E. Valencia Mesa Dr.
Fullerton, CA 92835
Carla Wiggins, PhD
Professor and MHA Program Director
35. Weber State University
24
3875 Stadium Way, Dept. 3911
Ogden, UT 84408
25
Preface
Like its predecessors, the sixth edition of Cases in Health
Services
Management describes management problems and issues in
various
healthcare settings. The primary criterion to select a case was
that it had to
be rich in applied lessons. Case selection was tempered by the
editors’ 90
years of combined experience in teaching and using the case
method. The
36. result is a comprehensive set of health services management
cases in one
volume.
Cases vary in length and complexity and are grouped into six
parts. Of
the 28 cases in this edition, 14 are new. There are two new
ethics
incidents. Cases and ethics incidents that have stood the test of
time and
use were retained in this edition. All have been updated and
edited to make
them as streamlined as possible. Consistent with the evolving
healthcare
delivery system, half the cases are set outside of acute care
hospitals.
Those include a long-term care facility, a health network, a
continuing care
retirement community, an emergency department, a hospital
burn unit, a
dental clinic, a pharmaceutical company, a city health
department, a home
health agency, and a software company.
Acute care hospital cases include a range of sizes, types,
37. ownerships,
and geographic locations, including rural and inner-city
settings. One
hospital case is set in a multi-institutional system; another
applies the
principles of continuous quality improvement. An in-box
exercise set in a
hospital simulates the time pressures that confront managers
and the
importance of prioritizing the issues, and a labor relations role-
play case
creates a powerful learning experience that emphasizes the
challenges and
dynamics of any negotiated relationship.
Depending on depth of analysis and time available for out-of-
class
preparation, most cases can be analyzed in two hours, or less. A
few cases
are short and have one issue. Most, however, are integrative and
complex
and involve multiple problems and issues. As a result, analyses
will often
require applying concepts from different disciplinary fields and
knowledge
38. areas. This may require users to synthesize and apply
knowledge, skills,
and experience from the social and health sciences in their
analyses and
26
discussions.
The primary use of this book of cases is the education of health
services managers. Case analysis bridges theory and practice. In
this
regard, students studying health services management, as well
as
experienced managers, will find the cases informative as they
hone
analytical and problem-solving skills. These cases can also be
used in
continuing professional development for practicing managers.
By their nature, cases present events, situations, problems, and
issues.
The dynamics of the analysis, including the group discussion,
39. make the
case method a powerful and rich tool for learning. Users are
urged to
review the Introduction, which describes the case method and
case
analysis.
The cases included in this volume are intended to stimulate
discussion
and analysis. In most instances, the names of organizations and
individuals
are disguised. In all instances, authors of the cases have
prepared well-
written, factual situations that are based on field research in a
specific
organization, or a composite case based on experience with
several
organizations. No case is meant to reflect positively or
negatively on actual
persons or organizations, or to depict either effective or
ineffective
handling of administrative situations.
The 28 cases and 12 ethics incidents are organized into six
parts:
40. Part I: Policy Environment of Health Services Delivery (five
cases)
Part II: Strategic Management (six cases)
Part III: Organizational Management (five cases)
Part IV: Organizational Effectiveness (six cases)
Part V: Leadership Challenges (six cases)
Part VI: Ethics Incidents (12 statements of fact that show ethics
issues)
The case synopses in the table of contents …