Course HCA621Nursing Home Administration Case Study The a.pdf
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Course: HCA-621-Nursing Home Administration Case Study The adminstrator at Field Nursing Facility has thought for some time of his clinical staff was not capturing the information required to maximize reimbursement for the facility. he decided to contract with a reimbursement consultant to increase the staff's knowledge of how to set up system to assure the facility was properly documenting the care it was providing. In this way the facility would be able to meet the medicare and medicaid regulatory requirements that would increase their revenue. Ms. Flansburg, the reimbursement consultant, met with the administrator along with the Director of Nursing (DON), MDS coordinators, who reports to the DON, director of Finance and Director of Therapies. They met for a half hour and Ms. Flansburg was introduced to the staff. She was given direction to interview the administrative and supportive staff in order to find out how process of gathering reimbursement informations was currently being performed.She would then report her findings and recommendations to the administrator at the end of the day and the team at 9:00 am the next morning. Ms. Flansburg met with the administrator at the end of the day and stated she had discovered many flaws in the information gathering and documentation. she reported to the administrator that she directed staff to change what they were doing in some instances, directing staff to perform their function outside the facilities existing policies. She stated she this to immediately increase the reimbursement to the facility and ratify any medicare or medicaid auditor that may review the records in the future. The administrator thanked her intervening and said he looked forward to the 9:00am meeting the following day with the administrative staff. The next day at 8:00am the administrator's phone rings and he is being asked by his administrative staff to meet with them immediately. The administrative staff is angry and holding him responsible for what Ms. Flansburg was allowed to do the previous day. After reading the case study above, please answer the question below briefly with the references. Does the administrative staff have a right to be angry? What did the administrative do wrong?.
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01232014 IFSM 305 – Case Study Description Page 1 U.docx
01/23/2014 IFSM 305 – Case Study Description Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one day nurse takes care of the front desk while
the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk
duties include all administrative work from answering the phone, scheduling appointments, taking
prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is
Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and
running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And if
one nurse is absent, the situation is even worse in the clinic. The clinic has 3 examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Martin knows that this will increase the admin overhead and the 2 nurses will not be able to manage any
additional admin work. He faces several challenges and cannot afford to hire any additional staff for
admin so the owner has to optimize his admin and clinical operations. The practice is barely covering the
expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front desk shelves.
The only software the doctor has on his front office computer is an appointment scheduling software.
Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office
nurse has to fax all the needed documentation to a
third party medical billing company at the end of the
day. The medical billing company then submits the claim to the insurance company and bills the patient.
The clinic checks the status of the claims by logging into the medical billing system, through a login that
the medical billing company has provided the clinic to access its account. There is no billing software
installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company
and then use the login provided by the third party medical billing company. Of course, the medical billing
company takes a percentage of the amount that the clinic is reimbursed by the insurance. The medical
practice does not have a Web site, and essentially still operates the same as it did in 1980.
One problem that you notice immediately is that there is no quick way to check patients in and if the
nurse i ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
Annual Performance Appraisal Accomplishments FY 2010
Jeff Langham accomplished several things as the Lead Patient Advocate at the San Francisco VA Medical Center in 2010. He created systems to more efficiently track and resolve patient inquiries. He significantly reduced daily phone inquiries and maintained call response times while covering for others. He also established relationships with various departments, leadership, and external organizations to collaboratively solve issues and improve veteran care.
RespondIt is crucial that this decision, and the communicati.docx
Respond
It is crucial that this decision, and the communications surrounding it, be handled in a well-planned and systematic fashion. Just today, our manager walked into the office that five of us share and stated that a sixth person would be joining us. I have learned that change is constant in our department, and people are shuffled all over as space permits; however, one of my office-mates angrily said, “he really could have told us before bringing in the sixth person and announcing that she would be joining us”. It was a good example of how staff feel about poor communication.
Moreland and Apker (2016) note that nurses feel excluded when leaders inconsistently communicate policies and don’t invite feedback or input into decision-making. Therefore, as the nurse administrator, I would prepare a plan to communicate the difficult decision to eliminate tuition reimbursement benefits.
First, I would explore the reasons why the decision was made. Was it cost-prohibitive to maintain? Did staff obtain tuition reimbursements, only to leave as soon as they received their BSN or MSN? Did it engender annoyance from staff who already had their degrees and could not take advantage of the benefit? I believe that transparency is best when communicating a change in policy.
Next, I would do my best to inform all direct reports at the same time, perhaps in a meeting. There are few things worse in an organization than for the information to get “leaked” by a few people, and then turn into a rumor with untruths.
Before I tell the direct reports, I would have an email/text/snail mail document prepared, so that all staff could receive it before the rumor mill starts. Having a written form of communication allows me to control the message and get all the pertinent points noted. The document would end with an invitation for all staff to contact me if they have any questions or comments. Being accessible to staff would, I hope, create some good feelings to offset the loss of tuition reimbursement.
.
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352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
Diary Of Medical Management Issues 1
This document discusses several issues in medical management and ways that computerized systems could help address them:
1) Current electronic medical records are more like notebooks than active management systems, leading to errors and inefficiencies. The author's company aims to develop "artificial intelligence" software to better utilize information.
2) Healthcare currently lacks upfront cost estimates, unlike other industries, leading to financial issues. All non-emergency services should provide estimates.
3) Online medical information raises security concerns but fingerprint/password access and encryption can protect data better than paper records.
That covers the high-level issues and goals discussed in the document in under 3 sentences.
Recommended
01232014 IFSM 305 – Case Study Description Page 1 U.docx
01/23/2014 IFSM 305 – Case Study Description Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one day nurse takes care of the front desk while
the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk
duties include all administrative work from answering the phone, scheduling appointments, taking
prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is
Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and
running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And if
one nurse is absent, the situation is even worse in the clinic. The clinic has 3 examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Martin knows that this will increase the admin overhead and the 2 nurses will not be able to manage any
additional admin work. He faces several challenges and cannot afford to hire any additional staff for
admin so the owner has to optimize his admin and clinical operations. The practice is barely covering the
expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front desk shelves.
The only software the doctor has on his front office computer is an appointment scheduling software.
Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office
nurse has to fax all the needed documentation to a
third party medical billing company at the end of the
day. The medical billing company then submits the claim to the insurance company and bills the patient.
The clinic checks the status of the claims by logging into the medical billing system, through a login that
the medical billing company has provided the clinic to access its account. There is no billing software
installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company
and then use the login provided by the third party medical billing company. Of course, the medical billing
company takes a percentage of the amount that the clinic is reimbursed by the insurance. The medical
practice does not have a Web site, and essentially still operates the same as it did in 1980.
One problem that you notice immediately is that there is no quick way to check patients in and if the
nurse i ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
Annual Performance Appraisal Accomplishments FY 2010
Jeff Langham accomplished several things as the Lead Patient Advocate at the San Francisco VA Medical Center in 2010. He created systems to more efficiently track and resolve patient inquiries. He significantly reduced daily phone inquiries and maintained call response times while covering for others. He also established relationships with various departments, leadership, and external organizations to collaboratively solve issues and improve veteran care.
RespondIt is crucial that this decision, and the communicati.docx
Respond
It is crucial that this decision, and the communications surrounding it, be handled in a well-planned and systematic fashion. Just today, our manager walked into the office that five of us share and stated that a sixth person would be joining us. I have learned that change is constant in our department, and people are shuffled all over as space permits; however, one of my office-mates angrily said, “he really could have told us before bringing in the sixth person and announcing that she would be joining us”. It was a good example of how staff feel about poor communication.
Moreland and Apker (2016) note that nurses feel excluded when leaders inconsistently communicate policies and don’t invite feedback or input into decision-making. Therefore, as the nurse administrator, I would prepare a plan to communicate the difficult decision to eliminate tuition reimbursement benefits.
First, I would explore the reasons why the decision was made. Was it cost-prohibitive to maintain? Did staff obtain tuition reimbursements, only to leave as soon as they received their BSN or MSN? Did it engender annoyance from staff who already had their degrees and could not take advantage of the benefit? I believe that transparency is best when communicating a change in policy.
Next, I would do my best to inform all direct reports at the same time, perhaps in a meeting. There are few things worse in an organization than for the information to get “leaked” by a few people, and then turn into a rumor with untruths.
Before I tell the direct reports, I would have an email/text/snail mail document prepared, so that all staff could receive it before the rumor mill starts. Having a written form of communication allows me to control the message and get all the pertinent points noted. The document would end with an invitation for all staff to contact me if they have any questions or comments. Being accessible to staff would, I hope, create some good feelings to offset the loss of tuition reimbursement.
.
Roles and objectives in performance management - Supervisory Skills -Yasmina ...
THE ROLES OF OBJECTIVES/GOALS IN PERFORMANCE MANAGEMENT
Elaboration of Procedures
STAFF EVALUATION - ACHIEVEMENT OF GOALS
Supervisory Skills
Yasmina Rayeh
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
Diary Of Medical Management Issues 1
This document discusses several issues in medical management and ways that computerized systems could help address them:
1) Current electronic medical records are more like notebooks than active management systems, leading to errors and inefficiencies. The author's company aims to develop "artificial intelligence" software to better utilize information.
2) Healthcare currently lacks upfront cost estimates, unlike other industries, leading to financial issues. All non-emergency services should provide estimates.
3) Online medical information raises security concerns but fingerprint/password access and encryption can protect data better than paper records.
That covers the high-level issues and goals discussed in the document in under 3 sentences.
Al Hassan, Hussain M[email protected]Funda.docx
Al Hassan, Hussain M
[email protected]
Fundamentals of Human Resources Management
Assignment 1
July 19, 2013
The Nurse : Melanie Weigeshoff
Q1:
Before:
The job of nursing used to be more time consuming and tiring which caused many nurse to quiet early . The nursing job was full of papers work alongside with many responsibilities and duties. For that Melanie Weigeshoff have many responsibilities , duties and tasks consist of being a nursing assistant and having to take medication orders , lab test results , doctors` instructions for patient care to record it on paper, also she have to be always on the phone with the pharmacy, pressing them for medication refills or with doctors trying to decipher handwriting. Also she was clarifying doctors quickly scribed notes and chronicling her patients’ progress by hand.
After:
After introducing the new technology the nursing job become easier and time saving which lead to having plenty of time to take care of their patients and be more focused in their job. As a result the duties, responsibilities and tasks reduced lots. Now Melanie Weigeshoff only have to greets patients at the start of each shift, then she logs in to their electronic records through wireless connection and reviews vital signs- temperature, heart rate .Also she click over medications order, making a note of each dose on the computer after she delivers it. She also checks patient prescription on the screen which has been sent by a robotized sorting machine in the pharmacy. Finally she’s able to accurately do charts of the patient’s progress.
5/5
Q2:
Nurse Melanie Weigeshoff has many skills and Ability before and after the new technology. To begin with, she was able to clarify doctors quickly scribbled notes in paper and organizing them on files quickly. Also she is more to serving people and now their needs by that she loves helping people as nature of her personality not as what they asked her in her job. Also she is survivor and more into reaching her goals which is serving patients and draw a smile in her face despite the frustration in her job. Also she have Communication skills with is so obvious when she communicate with doctors, pharmacy, and patients when she greets them in her shift. She is also so responsible when she take care of her family when she was young and take care of her patient when she became a nurse. Also she is more accurate in her job and has the ability to move through many tasks without making mistakes. Also she adapt with new situation and technology because she was able to receive the new system and progress
In it and also use it in her benefits rather than complaining. We can see also that she is as flexible as she welcomes any new technology that occurs. Also she has physical skills as she flip from place to another. Finally she has writing skills as she can write doctors notes quickly.
After the technology we can see that she have computer skills as she has to deal with .
comptalk_claims_coordinator_duties
This document provides guidance for claims coordinators on their responsibilities when a workplace injury occurs. It outlines six basic responsibilities: 1) developing an internal reporting process; 2) working with a designated medical clinic; 3) ensuring injuries are reported to the workers' compensation insurer immediately; 4) staying in contact with the injured employee, doctor, and insurer; 5) coordinating the employee's return to work; and 6) monitoring the employee's recovery process. The claims coordinator is responsible for facilitating communication between the injured employee and employer to help manage claims and costs.
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docx
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
HealthCare_Law_and_Ethics_Task_2
The document discusses several scenarios relating to the AHIMA Code of Ethics and how health information management professionals should properly handle situations to protect patient privacy and confidentiality. In one scenario, an administrator carefully reviews a power of attorney to ensure only authorized information is released about a patient. In another, an expert identifies issues with an electronic medical record system that could lead to improper information disclosures if not addressed. The document emphasizes the importance of adhering to ethics codes and addressing potential unethical practices or policies to avoid negative consequences like legal penalties, loss of patient care, and closure of healthcare organizations.
Resume all healthcare 2016
Charlene Cox has over 25 years of experience in healthcare management, medical billing and coding, revenue cycle management, and consulting. She has extensive skills in EMR systems, compliance, and leadership. Her background includes positions as a practice manager, billing manager, project manager, trainer, and consultant for various medical practices and software companies. She has a proven track record of improving revenue, achieving compliance goals, and providing strategic guidance to optimize business operations.
Implementation Standard of Practice for Nursing Informatics.pdf
1) The document discusses three journal entries from a nursing student's clinical experiences involving electronic health record (EHR) systems.
2) The first experience describes an EHR outage that lasted two hours and disrupted clinical workflows. The second discusses a poorly implemented EHR system that employees resisted. The third involves observing an EHR data breach.
3) Key lessons discussed are the importance of EHR systems, preparing for problems, carefully analyzing implementation processes, and understanding how to respond to data breaches.
Facility operations orientations
The document provides an overview of objectives, history, organizational structure, policies and procedures for new CRVA employees. It includes:
1. Knowledge and skill objectives for new employees including safety procedures, paperwork processes, attendance requirements, and equipment use.
2. A brief history of CRVA and its mission to market and manage Charlotte facilities and events.
3. An organizational chart showing the CEO and management structure.
4. Policies on equal employment, safety, security, injury reporting, weather closings, punctuality, and attendance to orient new staff.
Test Bank For Leading and Managing in Nursing 8th Edition
Includes questions, answers and rationale of correct answer. Great to study for exams and will increase your knowledge on the material. Ace your exams with this study material! We've helped students increase their grades just by utilizing this test bank.
Happy Studying Future Nurses!
Ballard Integrated Managed Services, Inc., Part 1QNT351 Versi.docx
Ballard Integrated Managed Services, Inc., Part 1
QNT/351 Version 3
1
University of Phoenix Material
Ballard Integrated Managed Services, Inc., Part 1
Barbara Tucker looked out her 6th floor office window to view the sprawling campus of the Douglas Medical Center (DMC). Her employer, Ballard Integrated Managed Services, Inc. (BIMS), provided food and hospitality services on a contractual basis for all patient and staff needs. As general manager of this site for BIMS, Barbara was concerned about her staff’s morale. She felt that it had been weakening over the past several months, but she could not figure out why. The turnover rate seemed somewhat higher than usual, but no new information was emerging from exit interviews. Her department heads and supervisors agreed that something was happening to morale, but they could not tell her why either.
Headquartered in New York City, BIMS is a support services company that specializes in providing housekeeping and foodservice to corporations and institutions. A nationwide company, BIMS contracts with large organizations that prefer to focus on their own core competencies and lease support functions to outside vendors. BIMS distinguishes itself in this highly competitive industry by combining several services: housekeeping, foodservice, general cleaning, and physical plant maintenance. The BIMS list of clientele includes 22 Fortune 100 businesses, over 100 midsized firms, 16 major universities, 14 medical centers, and 3 larger regional airports.
Located in a major metropolitan area, the contract for this 510-bed regional medical trauma center includes the full range of BIMS services. Four months ago, the two firms had completed negotiations to renew their contract, extending the initial 3-year, just-ended arrangement for 5 more years. The Douglas Medical Center had been very pleased with BIMS’s work to date and had been willing to renew under the same terms and conditions. The BIMS corporate headquarters had also been satisfied with Barbara Tucker’s management of this site and her successful efforts to renew the DMC contract.
As general manager, Barbara is responsible for three divisions at this site, each with its own management staff. The food service division, led by Flora Torres, is responsible for providing daily meals for the 5,300 staff members, nurses, and doctors as well as the general public in the six cafeterias. In addition, they prepare specialized meals for patient care. In this division there are 182 full-time equivalent positions; however, given the nature of the work, only 129 of those positions are actually full-time. An additional 106 part-time workers are currently scheduled to address the variable needs of this 24-hour operation. Twelve professional staff members help Flora manage this group of 235 craft workers.
The hospitality division, managed by Henry Dumas, is responsible for refreshing each hospital room, including changing the linens on empty beds, replacing towels, and sa ...
Internship reflection
The intern completed an internship in the Medical Staff Services Department at Oconee Memorial Hospital. They set goals around assisting with projects like Qgenda and TelmedIQ call scheduling systems, creating an informational bulletin board, and developing a performance satisfaction survey. The intern was able to achieve their goals by inputting data, attending meetings, designing the bulletin board, drafting and distributing the survey using skills like research, writing, communication, and computer skills. They contributed to the department by assisting staff and feel their largest contribution was the satisfaction survey which could help gauge the department's performance. The internship reinforced their career goals in healthcare management and educational goals to obtain a Master's in Public Health.
Director Jones’ Monday MorningTime Management Case StudyIntrod.docx
Director Jones’ Monday Morning
Time Management Case Study
Introduction
For purposes of this case study, assume that you are J. R. Jones, the Director of the Health Information Department at University Hospital. The items that you face Monday morning must be prioritized (#1 - the task should be handled immediately; #2 - the task should be delegated or #3 - the task can be resolved/scheduled for a later date). After prioritizing, you should decide how each task should be handled.
In a Word document, indicate the following:
the priority of each of the 10 items (#1, #2, or #3)
the action you will take for each item
the rationale for the action
Your responsibilities
You are the Director of the Health Information Department at University Hospital. You have been in this position for approximately six months. This is your first director position. You report to Carol Johnson, chief financial officer.
You have 42 employees in your department:
One department administrative assistant—Susan Sweeney
Two assistant directors—Carolyn Brown, RHIA and John Smith, RHIT
Four supervisors—Mary Green, RHIT; Joan Wilson, RHIA, CCS; William Bass, RHIT; and Fern Bailey, RHIT
Four coders
Ten transcriptionists
Five record analysts
Six senior health information technicians
Three abstractors
Three release of information specialists
One special project coordinator—Fran Dixon, RHIA
One quality management coordinator—Jim Black, RHIA
Two quality management assistants
As Director, you serve on the Health Information Committee and record minutes of their meetings. You coordinate committee meetings by sending out meeting notices, arranging refreshments, providing the records for review, and developing the agenda in conjunction with the committee chairman.
As Director, you also serve on the Quality Improvement Committee for the hospital, as does the quality management coordinator, Jim Black. It is Mr. Black’s responsibility to record minutes at this meeting, prepare records for review and make meeting arrangements.
Finally, you are a member of the hospital’s Computerization Task Force.
Your other professional commitments are as follows:
Vice-President of the advisory committee of the local HIA program,
Member of the board of directors of your state health information management association
Newsletter chairman for the regional professional association.
On this particular Monday, the Quality Improvement Committee meets at noon. Lunch will be served during the meeting. You also have an HIA Program Advisory Committee Meeting scheduled at 5:00 p.m. at the University. You have not yet prepared a presentation that you will make to the Advisory Committee on a report from the subcommittee on curriculum, of which you are Chair. This is also the first day of management affiliation for a student from out of state who will be spending six weeks in your department.
You will be out of the office for the next two days at a JCAHO seminar in another city. Your flight leaves this evening .
Early notification to a case manager
Early notification to a case manager is essential for effective early intervention in employee absences according to the data presented. With early intervention, 47% of employees returned to work before claiming benefits compared to just 6% without early intervention. The case study demonstrates how early notification allowed the case manager to create a rehabilitation plan that helped the employee return to modified duties within 30 days of their initial absence. Notifying the case manager as soon as possible enables tailored, early interventions for better return to work outcomes.
Case home health care
This document provides background information and context for a case study about implementing lean principles at HomeCare, a large Canadian home health care organization. It summarizes that HomeCare was facing issues like poor service, long scheduling times, and low employee satisfaction due to siloed processes and lack of coordination. HomeCare leadership brought in consultants to redesign the entire service process from a lean perspective. The consultants conducted interviews and surveys, and recommended piloting redesigned processes in two districts before expanding organization-wide. The pilots were very successful, dramatically improving key metrics like scheduling times. This provided proof and momentum to redesign additional districts using the lean methodology.
Nursing Resource utilization.pdf
- The document contains answers to questions about nursing practice, ethics, resource utilization, professional development, collaboration, and scientific inquiry.
- For practice, the nurse discusses their leadership roles, including charge nurse, patient educator, and catheter dressing champion.
- For ethics, they discuss maintaining patient dignity and confidentiality.
- Examples are provided to demonstrate effective utilization of resources and directing of staff in various situations.
Nursing Resource utilization.pdf
- The document discusses a nursing employee answering questions about nursing practice, ethics, resource utilization, professional development, and collaboration.
- For practice, the nurse discusses their leadership role, use of critical thinking, and ensuring safe and efficient patient care.
- For ethics, the nurse focuses on maintaining patient dignity and confidentiality.
- Examples are provided of utilizing resources effectively and advocating for patients.
- The nurse emphasizes ongoing education and skills development to improve performance and sharing knowledge with colleagues.
Alsalm alekom , my name is bayan , hr student today I will presn.docx
Alsalm alekom , my name is bayan , hr student today I will presnt my final coop presitnation , and my advisor dr.roqsana,
I attempted to start my coop trining in holiday inn on 24 sep
Background:-
Holiday Inn is an American brand of hotels, and under of Inter-Continental HotelsGroup. , with 1,145 branch around the world. I worked with Yanbu branch . The Yanbu hotel
Branch was established on 1981 with 185 rooms and around 113
employees owned by Mr. Hassan Taher and the general manager is Mr. Mohammed
Atta. The head of the human resource was Mr. Majed Jaber
ORGANIZATIONAL STRUCTURE: -
The Holiday Inn follow the Top- Down decision making. That’s mean the head of department make decision and give it to the employee to implement it . there is 10 department like finance, front office…..and I work under the hr department
ASSIGNED ROLES AND RESPONSIBILITY-
1. I assigned to multiple tasks starting with OASYS SYSTEM that is information Technology help in develop human resources dept and I work in this software for around 3 weeks in updating the employee files and take the information from the system and give it to the manager when he need it.
2. Also, I had some work with the Employee’s files by doing some updating for the documents like renewal contract , medical insurance , gosi Job Description and Human Resource Forms like Warning form,Leaves and Annual vacation, Salary information.
-CONTRIBUTION AND CHALLENGES.
There is some problem I faced when I work in HR department.
When I work in renewal contract I see some date and information is wrong. This mistake make me more attention to dilates.
Also I found some employees file without contract document and I made a new for each.
Also I found 2 employees without any record files and any data for them in the system. I made new file and recorded all the data in the system.
CONTRIBUTION
I will discuss the important issue in the HR department, and The challenge is to find the best combination of recruitments methods to get the job filled with more good quality applicants.
We have to start in analyze this problem LITERATURE REVIEW
After my search on the internet I found 5 articles discuss the same issue that I found in the hotel (only the heads)
All of this article talk about issues in the recruitment process
ANALYSIS OF THE PROBLEM:
To know more about this problem I collect the data from survey within stuff it is the primary data. This survey is conducted to measure the employee’s satisfaction for the recruitment
Process. The survey have 15 questions from multiple choices and open questions answered by around 51 participant .
And the analysis of survey result, they have an average age around 20s and they mostly males. most of them have an been work in the hotel for 2 to 5 years as an average
period of time. And they mostly know about their jobs from friend or family "word of mouth".
. and most of the employees are not satisfied with their job it may because most of them didn’t have introd.
Sheet1Questions 1-10 on BIMS SurveryEmployee ## 1# 2# 3# 4# 5# 6.docx
Sheet1Questions 1-10 on BIMS SurveryEmployee ## 1# 2# 3# 4# 5# 6# 7# 8# 9# 10ABCD13401513032337222555553552511212312155111112761242533245134232154451413324216126625433212115212701453254211822813225245322280293314422224315211051322214111832211543313322122111124513323332121622132240331333127111414551340212512153224405534327221633415224452162217132123412214121840324121142582219553521323211080120242132353328222214155435213143222221422154300141023321354422529612243512421324225122252122131241387112654531222211151227421522533227222813445315352362229122412442111391230223241241414720315322243242214223215233222131922334431222312371234245123312221162235324231513317321362245514215115712372324424534214223831224124241212395131232232269224042102231221142141451331102326722422422101331244124322511322211602244314422514218214510235144252572246131241232422771247225523122213282248513312553125722494422523310197125023113322132542251124422112231722525534114431162253332142342422091254225234212319622551135215212152156442252353526225734133222332122258214322132214225952421343112722603513034214319126122224213342119226213511322211532263432422512222221644235512435114226513322435222231266222131321317226751363221231522682422213642291269351033221321922703244221022318127121551044212571272362143552424922732212522135161127410442112321112275445512442129021765521425536347127721125421121631278123621121421022MeasuresMean2.8212.7442.8082.7952.8852.0642.8722.6672.2182.6671.67953.9871.5901.795ofMedian32.532.5323222227.522Central TendencyMode222222222221422Range6656544636332622Sample Standard Deviation1.4301.4721.4061.5571.4050.9851.3901.5090.8631.4380.69364.9970.5450.466VariabilitySample Variance2.0452.1671.9762.4251.9740.9701.9312.2770.7442.0690.4804224.6620.2970.217
Sheet2
Ballard Integrated Managed Services, Inc., Part 1
QNT/351 Version 4
5
University of Phoenix Material
Ballard Integrated Managed Services, Inc., Part 1
Barbara Tucker looked out her 6th floor office window to view the sprawling campus of the Douglas Medical Center (DMC). Her employer, Ballard Integrated Managed Services, Inc. (BIMS), provided food and hospitality services on a contractual basis for all patient and staff needs. As general manager of this site for BIMS, Barbara was concerned about her staff’s morale. She felt that it had been weakening over the past several months, but she could not figure out why. The turnover rate seemed somewhat higher than usual, but no new information was emerging from exit interviews. Her department heads and supervisors agreed that something was happening to morale, but they could not tell her why either.
Headquartered in New York City, BIMS is a support services company that specializes in providing housekeeping and foodservice to corporations and institutions. A nationwide company, BIMS contracts with large organizations that prefer to focus on their own core competencies and lease support functions to outside vendors. BIMS distinguishes itself in this highly competitive.
Staffing Needs and Scheduling PoliciesCh. 17 .docx
Staffing Needs and Scheduling Policies
Ch. 17
Key Concepts
The manager has both a financial and an ethical duty to plan adequate staffing to meet patient care needs, staff and the organization.
Staff need to have creative methods of staffing and scheduling to avoid understaffing and overstaffing due to patient census and acuity fluctuate.
Staffing and scheduling policies should not violate labor laws, state or national laws, or union contracts.
Mandatory overtime should be a last resort, not standard operating procedure because an organization does not have enough staff.
Having a mix of professional nurses improves patient outcomes and decreases adverse incidents.
Individuals who have staffing responsibilities must remain aware of mandatory staffing ratios and comply with such mandates.
Managers need to attempt to have a diverse staff who will meet the cultural and language needs of the patient population.
Fair and equal staffing, scheduling policies and procedures must be written and communicated to all staff members.
Current staffing policies need to be examined periodically to determine if they still meet the needs of the staff and the organization or if change is needed.
“Key concepts that are important to take away from this chapter”
Responsibilities of the Scheduling Manager
1. Managers must be certain that adequate number of staff and an appropriate mix of staff are available to complete the unit needs and the organizational goals.
2. Staffing patterns and scheduling policies must be administered fairly as well as economically
a. Fiscal responsibility
i. Due to increased federal and state budget debt, health-care organizations are pressured to reduce costs
ii. When patient acuity rises managers must increase staffing and when acuity is low the staffing needs to be decreased but also remain within the budget
iii. Manager needs to calculate daily staffing needs using formulas and instructions
3. Constant reevaluation of the staffing philosophy, scheduling and staffing policies and procedures
4. Managers must understand the unique cultural and language needs of their patients and try to meet these needs with an appropriately diverse staff
5. The manager needs to be certain that scheduling policies are not violating state and national labor laws, organizational policies, or union contracts
Inna
Methods of Staffing
Centralized staffing: staffing decisions are made by individuals in a central office or staffing center, they may not be staffed by the registered nurses.
The nurse manager has limited input and making minor changes
The manager still has the responsibility to have adequate staffing to meet the needs of the workplace
Pros:
Frees time to allow the manager to focus on other tasks
Treatment towards employees is fair
Cost effective
Cons:
Not much flexibility for the nurses
The manger nurse ...
This is from healthcare management classEXERCISE 8 IMPROVEMENT
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
Health and safety
Allassignmenthelp has a team with expertise and experience in academic projects. Our team has professionals with relevant industry experience, who are focused on helping students with their homework.
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Por qu es necesaria la alfabetizacin intercultural en el .pdf
Option I: For the Discussion Area
From the Web or another source, find a scatterplot or time plot on a topic that interests you. In the
Discussion Area, post the URL, and tell us about the plot. Try to describe its direction, form, and
strength of association. Are there any unusual values? If you can calculate it, what's the
correlation?
You might look for an example using data that's from your favorite sport or related to your job.
If you have your own data that you could use for a scatterplot, you can share it here also. Just
don't share any confidential data!.
Minerals Table This is pretty straightforward Fill in the b.pdf
Magilke Industries adquiri equipos este ao para ser utilizados en sus operaciones. Los equipos
fueron entregados por los proveedores, instalados por Magilke y puestos en funcionamiento. Una
parte se compr en efectivo con descuentos disponibles por pronto pago. Parte de l se compr bajo
planes de pago a largo plazo para los cuales los cargos por intereses se aproximaron a las tasas
vigentes. Qu costos debe capitalizar Magilke por el nuevo equipo comprado este ao? Explicar.
- Qu pasa si el tiempo que tom tener el equipo listo para su uso es de unas pocas semanas,
entonces capitalizara los intereses? A partir de mi pregunta anterior, parecera que el inters no se
capitalizara en esta situacin, sin embargo, no estoy seguro..
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Al Hassan, Hussain M[email protected]Funda.docx
Al Hassan, Hussain M
[email protected]
Fundamentals of Human Resources Management
Assignment 1
July 19, 2013
The Nurse : Melanie Weigeshoff
Q1:
Before:
The job of nursing used to be more time consuming and tiring which caused many nurse to quiet early . The nursing job was full of papers work alongside with many responsibilities and duties. For that Melanie Weigeshoff have many responsibilities , duties and tasks consist of being a nursing assistant and having to take medication orders , lab test results , doctors` instructions for patient care to record it on paper, also she have to be always on the phone with the pharmacy, pressing them for medication refills or with doctors trying to decipher handwriting. Also she was clarifying doctors quickly scribed notes and chronicling her patients’ progress by hand.
After:
After introducing the new technology the nursing job become easier and time saving which lead to having plenty of time to take care of their patients and be more focused in their job. As a result the duties, responsibilities and tasks reduced lots. Now Melanie Weigeshoff only have to greets patients at the start of each shift, then she logs in to their electronic records through wireless connection and reviews vital signs- temperature, heart rate .Also she click over medications order, making a note of each dose on the computer after she delivers it. She also checks patient prescription on the screen which has been sent by a robotized sorting machine in the pharmacy. Finally she’s able to accurately do charts of the patient’s progress.
5/5
Q2:
Nurse Melanie Weigeshoff has many skills and Ability before and after the new technology. To begin with, she was able to clarify doctors quickly scribbled notes in paper and organizing them on files quickly. Also she is more to serving people and now their needs by that she loves helping people as nature of her personality not as what they asked her in her job. Also she is survivor and more into reaching her goals which is serving patients and draw a smile in her face despite the frustration in her job. Also she have Communication skills with is so obvious when she communicate with doctors, pharmacy, and patients when she greets them in her shift. She is also so responsible when she take care of her family when she was young and take care of her patient when she became a nurse. Also she is more accurate in her job and has the ability to move through many tasks without making mistakes. Also she adapt with new situation and technology because she was able to receive the new system and progress
In it and also use it in her benefits rather than complaining. We can see also that she is as flexible as she welcomes any new technology that occurs. Also she has physical skills as she flip from place to another. Finally she has writing skills as she can write doctors notes quickly.
After the technology we can see that she have computer skills as she has to deal with .
comptalk_claims_coordinator_duties
This document provides guidance for claims coordinators on their responsibilities when a workplace injury occurs. It outlines six basic responsibilities: 1) developing an internal reporting process; 2) working with a designated medical clinic; 3) ensuring injuries are reported to the workers' compensation insurer immediately; 4) staying in contact with the injured employee, doctor, and insurer; 5) coordinating the employee's return to work; and 6) monitoring the employee's recovery process. The claims coordinator is responsible for facilitating communication between the injured employee and employer to help manage claims and costs.
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docx
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
HealthCare_Law_and_Ethics_Task_2
The document discusses several scenarios relating to the AHIMA Code of Ethics and how health information management professionals should properly handle situations to protect patient privacy and confidentiality. In one scenario, an administrator carefully reviews a power of attorney to ensure only authorized information is released about a patient. In another, an expert identifies issues with an electronic medical record system that could lead to improper information disclosures if not addressed. The document emphasizes the importance of adhering to ethics codes and addressing potential unethical practices or policies to avoid negative consequences like legal penalties, loss of patient care, and closure of healthcare organizations.
Resume all healthcare 2016
Charlene Cox has over 25 years of experience in healthcare management, medical billing and coding, revenue cycle management, and consulting. She has extensive skills in EMR systems, compliance, and leadership. Her background includes positions as a practice manager, billing manager, project manager, trainer, and consultant for various medical practices and software companies. She has a proven track record of improving revenue, achieving compliance goals, and providing strategic guidance to optimize business operations.
Implementation Standard of Practice for Nursing Informatics.pdf
1) The document discusses three journal entries from a nursing student's clinical experiences involving electronic health record (EHR) systems.
2) The first experience describes an EHR outage that lasted two hours and disrupted clinical workflows. The second discusses a poorly implemented EHR system that employees resisted. The third involves observing an EHR data breach.
3) Key lessons discussed are the importance of EHR systems, preparing for problems, carefully analyzing implementation processes, and understanding how to respond to data breaches.
Facility operations orientations
The document provides an overview of objectives, history, organizational structure, policies and procedures for new CRVA employees. It includes:
1. Knowledge and skill objectives for new employees including safety procedures, paperwork processes, attendance requirements, and equipment use.
2. A brief history of CRVA and its mission to market and manage Charlotte facilities and events.
3. An organizational chart showing the CEO and management structure.
4. Policies on equal employment, safety, security, injury reporting, weather closings, punctuality, and attendance to orient new staff.
Test Bank For Leading and Managing in Nursing 8th Edition
Includes questions, answers and rationale of correct answer. Great to study for exams and will increase your knowledge on the material. Ace your exams with this study material! We've helped students increase their grades just by utilizing this test bank.
Happy Studying Future Nurses!
Ballard Integrated Managed Services, Inc., Part 1QNT351 Versi.docx
Ballard Integrated Managed Services, Inc., Part 1
QNT/351 Version 3
1
University of Phoenix Material
Ballard Integrated Managed Services, Inc., Part 1
Barbara Tucker looked out her 6th floor office window to view the sprawling campus of the Douglas Medical Center (DMC). Her employer, Ballard Integrated Managed Services, Inc. (BIMS), provided food and hospitality services on a contractual basis for all patient and staff needs. As general manager of this site for BIMS, Barbara was concerned about her staff’s morale. She felt that it had been weakening over the past several months, but she could not figure out why. The turnover rate seemed somewhat higher than usual, but no new information was emerging from exit interviews. Her department heads and supervisors agreed that something was happening to morale, but they could not tell her why either.
Headquartered in New York City, BIMS is a support services company that specializes in providing housekeeping and foodservice to corporations and institutions. A nationwide company, BIMS contracts with large organizations that prefer to focus on their own core competencies and lease support functions to outside vendors. BIMS distinguishes itself in this highly competitive industry by combining several services: housekeeping, foodservice, general cleaning, and physical plant maintenance. The BIMS list of clientele includes 22 Fortune 100 businesses, over 100 midsized firms, 16 major universities, 14 medical centers, and 3 larger regional airports.
Located in a major metropolitan area, the contract for this 510-bed regional medical trauma center includes the full range of BIMS services. Four months ago, the two firms had completed negotiations to renew their contract, extending the initial 3-year, just-ended arrangement for 5 more years. The Douglas Medical Center had been very pleased with BIMS’s work to date and had been willing to renew under the same terms and conditions. The BIMS corporate headquarters had also been satisfied with Barbara Tucker’s management of this site and her successful efforts to renew the DMC contract.
As general manager, Barbara is responsible for three divisions at this site, each with its own management staff. The food service division, led by Flora Torres, is responsible for providing daily meals for the 5,300 staff members, nurses, and doctors as well as the general public in the six cafeterias. In addition, they prepare specialized meals for patient care. In this division there are 182 full-time equivalent positions; however, given the nature of the work, only 129 of those positions are actually full-time. An additional 106 part-time workers are currently scheduled to address the variable needs of this 24-hour operation. Twelve professional staff members help Flora manage this group of 235 craft workers.
The hospitality division, managed by Henry Dumas, is responsible for refreshing each hospital room, including changing the linens on empty beds, replacing towels, and sa ...
Internship reflection
The intern completed an internship in the Medical Staff Services Department at Oconee Memorial Hospital. They set goals around assisting with projects like Qgenda and TelmedIQ call scheduling systems, creating an informational bulletin board, and developing a performance satisfaction survey. The intern was able to achieve their goals by inputting data, attending meetings, designing the bulletin board, drafting and distributing the survey using skills like research, writing, communication, and computer skills. They contributed to the department by assisting staff and feel their largest contribution was the satisfaction survey which could help gauge the department's performance. The internship reinforced their career goals in healthcare management and educational goals to obtain a Master's in Public Health.
Director Jones’ Monday MorningTime Management Case StudyIntrod.docx
Director Jones’ Monday Morning
Time Management Case Study
Introduction
For purposes of this case study, assume that you are J. R. Jones, the Director of the Health Information Department at University Hospital. The items that you face Monday morning must be prioritized (#1 - the task should be handled immediately; #2 - the task should be delegated or #3 - the task can be resolved/scheduled for a later date). After prioritizing, you should decide how each task should be handled.
In a Word document, indicate the following:
the priority of each of the 10 items (#1, #2, or #3)
the action you will take for each item
the rationale for the action
Your responsibilities
You are the Director of the Health Information Department at University Hospital. You have been in this position for approximately six months. This is your first director position. You report to Carol Johnson, chief financial officer.
You have 42 employees in your department:
One department administrative assistant—Susan Sweeney
Two assistant directors—Carolyn Brown, RHIA and John Smith, RHIT
Four supervisors—Mary Green, RHIT; Joan Wilson, RHIA, CCS; William Bass, RHIT; and Fern Bailey, RHIT
Four coders
Ten transcriptionists
Five record analysts
Six senior health information technicians
Three abstractors
Three release of information specialists
One special project coordinator—Fran Dixon, RHIA
One quality management coordinator—Jim Black, RHIA
Two quality management assistants
As Director, you serve on the Health Information Committee and record minutes of their meetings. You coordinate committee meetings by sending out meeting notices, arranging refreshments, providing the records for review, and developing the agenda in conjunction with the committee chairman.
As Director, you also serve on the Quality Improvement Committee for the hospital, as does the quality management coordinator, Jim Black. It is Mr. Black’s responsibility to record minutes at this meeting, prepare records for review and make meeting arrangements.
Finally, you are a member of the hospital’s Computerization Task Force.
Your other professional commitments are as follows:
Vice-President of the advisory committee of the local HIA program,
Member of the board of directors of your state health information management association
Newsletter chairman for the regional professional association.
On this particular Monday, the Quality Improvement Committee meets at noon. Lunch will be served during the meeting. You also have an HIA Program Advisory Committee Meeting scheduled at 5:00 p.m. at the University. You have not yet prepared a presentation that you will make to the Advisory Committee on a report from the subcommittee on curriculum, of which you are Chair. This is also the first day of management affiliation for a student from out of state who will be spending six weeks in your department.
You will be out of the office for the next two days at a JCAHO seminar in another city. Your flight leaves this evening .
Early notification to a case manager
Early notification to a case manager is essential for effective early intervention in employee absences according to the data presented. With early intervention, 47% of employees returned to work before claiming benefits compared to just 6% without early intervention. The case study demonstrates how early notification allowed the case manager to create a rehabilitation plan that helped the employee return to modified duties within 30 days of their initial absence. Notifying the case manager as soon as possible enables tailored, early interventions for better return to work outcomes.
Case home health care
This document provides background information and context for a case study about implementing lean principles at HomeCare, a large Canadian home health care organization. It summarizes that HomeCare was facing issues like poor service, long scheduling times, and low employee satisfaction due to siloed processes and lack of coordination. HomeCare leadership brought in consultants to redesign the entire service process from a lean perspective. The consultants conducted interviews and surveys, and recommended piloting redesigned processes in two districts before expanding organization-wide. The pilots were very successful, dramatically improving key metrics like scheduling times. This provided proof and momentum to redesign additional districts using the lean methodology.
Nursing Resource utilization.pdf
- The document contains answers to questions about nursing practice, ethics, resource utilization, professional development, collaboration, and scientific inquiry.
- For practice, the nurse discusses their leadership roles, including charge nurse, patient educator, and catheter dressing champion.
- For ethics, they discuss maintaining patient dignity and confidentiality.
- Examples are provided to demonstrate effective utilization of resources and directing of staff in various situations.
Nursing Resource utilization.pdf
- The document discusses a nursing employee answering questions about nursing practice, ethics, resource utilization, professional development, and collaboration.
- For practice, the nurse discusses their leadership role, use of critical thinking, and ensuring safe and efficient patient care.
- For ethics, the nurse focuses on maintaining patient dignity and confidentiality.
- Examples are provided of utilizing resources effectively and advocating for patients.
- The nurse emphasizes ongoing education and skills development to improve performance and sharing knowledge with colleagues.
Alsalm alekom , my name is bayan , hr student today I will presn.docx
Alsalm alekom , my name is bayan , hr student today I will presnt my final coop presitnation , and my advisor dr.roqsana,
I attempted to start my coop trining in holiday inn on 24 sep
Background:-
Holiday Inn is an American brand of hotels, and under of Inter-Continental HotelsGroup. , with 1,145 branch around the world. I worked with Yanbu branch . The Yanbu hotel
Branch was established on 1981 with 185 rooms and around 113
employees owned by Mr. Hassan Taher and the general manager is Mr. Mohammed
Atta. The head of the human resource was Mr. Majed Jaber
ORGANIZATIONAL STRUCTURE: -
The Holiday Inn follow the Top- Down decision making. That’s mean the head of department make decision and give it to the employee to implement it . there is 10 department like finance, front office…..and I work under the hr department
ASSIGNED ROLES AND RESPONSIBILITY-
1. I assigned to multiple tasks starting with OASYS SYSTEM that is information Technology help in develop human resources dept and I work in this software for around 3 weeks in updating the employee files and take the information from the system and give it to the manager when he need it.
2. Also, I had some work with the Employee’s files by doing some updating for the documents like renewal contract , medical insurance , gosi Job Description and Human Resource Forms like Warning form,Leaves and Annual vacation, Salary information.
-CONTRIBUTION AND CHALLENGES.
There is some problem I faced when I work in HR department.
When I work in renewal contract I see some date and information is wrong. This mistake make me more attention to dilates.
Also I found some employees file without contract document and I made a new for each.
Also I found 2 employees without any record files and any data for them in the system. I made new file and recorded all the data in the system.
CONTRIBUTION
I will discuss the important issue in the HR department, and The challenge is to find the best combination of recruitments methods to get the job filled with more good quality applicants.
We have to start in analyze this problem LITERATURE REVIEW
After my search on the internet I found 5 articles discuss the same issue that I found in the hotel (only the heads)
All of this article talk about issues in the recruitment process
ANALYSIS OF THE PROBLEM:
To know more about this problem I collect the data from survey within stuff it is the primary data. This survey is conducted to measure the employee’s satisfaction for the recruitment
Process. The survey have 15 questions from multiple choices and open questions answered by around 51 participant .
And the analysis of survey result, they have an average age around 20s and they mostly males. most of them have an been work in the hotel for 2 to 5 years as an average
period of time. And they mostly know about their jobs from friend or family "word of mouth".
. and most of the employees are not satisfied with their job it may because most of them didn’t have introd.
Sheet1Questions 1-10 on BIMS SurveryEmployee ## 1# 2# 3# 4# 5# 6.docx
Sheet1Questions 1-10 on BIMS SurveryEmployee ## 1# 2# 3# 4# 5# 6# 7# 8# 9# 10ABCD13401513032337222555553552511212312155111112761242533245134232154451413324216126625433212115212701453254211822813225245322280293314422224315211051322214111832211543313322122111124513323332121622132240331333127111414551340212512153224405534327221633415224452162217132123412214121840324121142582219553521323211080120242132353328222214155435213143222221422154300141023321354422529612243512421324225122252122131241387112654531222211151227421522533227222813445315352362229122412442111391230223241241414720315322243242214223215233222131922334431222312371234245123312221162235324231513317321362245514215115712372324424534214223831224124241212395131232232269224042102231221142141451331102326722422422101331244124322511322211602244314422514218214510235144252572246131241232422771247225523122213282248513312553125722494422523310197125023113322132542251124422112231722525534114431162253332142342422091254225234212319622551135215212152156442252353526225734133222332122258214322132214225952421343112722603513034214319126122224213342119226213511322211532263432422512222221644235512435114226513322435222231266222131321317226751363221231522682422213642291269351033221321922703244221022318127121551044212571272362143552424922732212522135161127410442112321112275445512442129021765521425536347127721125421121631278123621121421022MeasuresMean2.8212.7442.8082.7952.8852.0642.8722.6672.2182.6671.67953.9871.5901.795ofMedian32.532.5323222227.522Central TendencyMode222222222221422Range6656544636332622Sample Standard Deviation1.4301.4721.4061.5571.4050.9851.3901.5090.8631.4380.69364.9970.5450.466VariabilitySample Variance2.0452.1671.9762.4251.9740.9701.9312.2770.7442.0690.4804224.6620.2970.217
Sheet2
Ballard Integrated Managed Services, Inc., Part 1
QNT/351 Version 4
5
University of Phoenix Material
Ballard Integrated Managed Services, Inc., Part 1
Barbara Tucker looked out her 6th floor office window to view the sprawling campus of the Douglas Medical Center (DMC). Her employer, Ballard Integrated Managed Services, Inc. (BIMS), provided food and hospitality services on a contractual basis for all patient and staff needs. As general manager of this site for BIMS, Barbara was concerned about her staff’s morale. She felt that it had been weakening over the past several months, but she could not figure out why. The turnover rate seemed somewhat higher than usual, but no new information was emerging from exit interviews. Her department heads and supervisors agreed that something was happening to morale, but they could not tell her why either.
Headquartered in New York City, BIMS is a support services company that specializes in providing housekeeping and foodservice to corporations and institutions. A nationwide company, BIMS contracts with large organizations that prefer to focus on their own core competencies and lease support functions to outside vendors. BIMS distinguishes itself in this highly competitive.
Staffing Needs and Scheduling PoliciesCh. 17 .docx
Staffing Needs and Scheduling Policies
Ch. 17
Key Concepts
The manager has both a financial and an ethical duty to plan adequate staffing to meet patient care needs, staff and the organization.
Staff need to have creative methods of staffing and scheduling to avoid understaffing and overstaffing due to patient census and acuity fluctuate.
Staffing and scheduling policies should not violate labor laws, state or national laws, or union contracts.
Mandatory overtime should be a last resort, not standard operating procedure because an organization does not have enough staff.
Having a mix of professional nurses improves patient outcomes and decreases adverse incidents.
Individuals who have staffing responsibilities must remain aware of mandatory staffing ratios and comply with such mandates.
Managers need to attempt to have a diverse staff who will meet the cultural and language needs of the patient population.
Fair and equal staffing, scheduling policies and procedures must be written and communicated to all staff members.
Current staffing policies need to be examined periodically to determine if they still meet the needs of the staff and the organization or if change is needed.
“Key concepts that are important to take away from this chapter”
Responsibilities of the Scheduling Manager
1. Managers must be certain that adequate number of staff and an appropriate mix of staff are available to complete the unit needs and the organizational goals.
2. Staffing patterns and scheduling policies must be administered fairly as well as economically
a. Fiscal responsibility
i. Due to increased federal and state budget debt, health-care organizations are pressured to reduce costs
ii. When patient acuity rises managers must increase staffing and when acuity is low the staffing needs to be decreased but also remain within the budget
iii. Manager needs to calculate daily staffing needs using formulas and instructions
3. Constant reevaluation of the staffing philosophy, scheduling and staffing policies and procedures
4. Managers must understand the unique cultural and language needs of their patients and try to meet these needs with an appropriately diverse staff
5. The manager needs to be certain that scheduling policies are not violating state and national labor laws, organizational policies, or union contracts
Inna
Methods of Staffing
Centralized staffing: staffing decisions are made by individuals in a central office or staffing center, they may not be staffed by the registered nurses.
The nurse manager has limited input and making minor changes
The manager still has the responsibility to have adequate staffing to meet the needs of the workplace
Pros:
Frees time to allow the manager to focus on other tasks
Treatment towards employees is fair
Cost effective
Cons:
Not much flexibility for the nurses
The manger nurse ...
This is from healthcare management classEXERCISE 8 IMPROVEMENT
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
Health and safety
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11292015 IFSM 305 – Case Study Page 1 UMUC Family .docx
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Implementation Standard of Practice for Nursing Informatics.pdf
Test Bank For Leading and Managing in Nursing 8th Edition
Test Bank For Leading and Managing in Nursing 8th Edition
Ballard Integrated Managed Services, Inc., Part 1QNT351 Versi.docx
Ballard Integrated Managed Services, Inc., Part 1QNT351 Versi.docx
Director Jones’ Monday MorningTime Management Case StudyIntrod.docx
Director Jones’ Monday MorningTime Management Case StudyIntrod.docx
Alsalm alekom , my name is bayan , hr student today I will presn.docx
Alsalm alekom , my name is bayan , hr student today I will presn.docx
Sheet1Questions 1-10 on BIMS SurveryEmployee ## 1# 2# 3# 4# 5# 6.docx
Sheet1Questions 1-10 on BIMS SurveryEmployee ## 1# 2# 3# 4# 5# 6.docx
Staffing Needs and Scheduling PoliciesCh. 17 .docx
Staffing Needs and Scheduling PoliciesCh. 17 .docx
This is from healthcare management classEXERCISE 8 IMPROVEMENT
This is from healthcare management classEXERCISE 8 IMPROVEMENT
More from aarthitimesgd
Por qu es necesaria la alfabetizacin intercultural en el .pdf
Option I: For the Discussion Area
From the Web or another source, find a scatterplot or time plot on a topic that interests you. In the
Discussion Area, post the URL, and tell us about the plot. Try to describe its direction, form, and
strength of association. Are there any unusual values? If you can calculate it, what's the
correlation?
You might look for an example using data that's from your favorite sport or related to your job.
If you have your own data that you could use for a scatterplot, you can share it here also. Just
don't share any confidential data!.
Minerals Table This is pretty straightforward Fill in the b.pdf
Magilke Industries adquiri equipos este ao para ser utilizados en sus operaciones. Los equipos
fueron entregados por los proveedores, instalados por Magilke y puestos en funcionamiento. Una
parte se compr en efectivo con descuentos disponibles por pronto pago. Parte de l se compr bajo
planes de pago a largo plazo para los cuales los cargos por intereses se aproximaron a las tasas
vigentes. Qu costos debe capitalizar Magilke por el nuevo equipo comprado este ao? Explicar.
- Qu pasa si el tiempo que tom tener el equipo listo para su uso es de unas pocas semanas,
entonces capitalizara los intereses? A partir de mi pregunta anterior, parecera que el inters no se
capitalizara en esta situacin, sin embargo, no estoy seguro..
In the past Netflixs superior library of titles allowed th.pdf
In C++ Plz
LAB: Artwork label (classes/constructors)
Given main(), complete the Artist class (in files Artist.h and Artist.cpp) with constructors to initialize
an artist's information, get member functions, and a PrintInfo() member function. The default
constructor should initialize the artist's name to "unknown" and the years of birth and death to -1.
PrintInfo() displays "Artist:", then a space, then the artist's name, then another space, then the
birth and death dates in one of three formats:
(XXXX to YYYY) if both the birth and death years are nonnegative
(XXXX to present) if the birth year is nonnegative and the death year is negative
(unknown) otherwise
Complete the Artwork class (in files Artwork.h and Artwork.cpp) with constructors to initialize an
artwork's information, get member functions, and a PrintInfo() member function. The default
constructor should initialize the title to "unknown", the year created to -1. PrintInfo() displays an
artist's information by calling the PrintInfo() function in the Artist class, followed by the artwork's
title and the year created. Declare a private field of type Artist in the Artwork class.
Ex: If the input is:
1881 and 1973 being the birth and death years respectively, with 1921 being the year the work
was created, the output is:
Ex: If the input is:
the output is:
Ex: If the input is:
the output is:
main.cpp (Not able to be edited):
#include "Artist.h"
#include "Artwork.h"
#include <iostream>
#include <string>
using namespace std;
int main() {
string userTitle, userArtistName;
int yearCreated, userBirthYear, userDeathYear;
getline(cin, userArtistName);
getline(cin, userTitle);
cin >> userBirthYear;
cin >> userDeathYear;
cin >> yearCreated;
Artist userArtist = Artist(userArtistName, userBirthYear, userDeathYear);
Artwork newArtwork = Artwork(userTitle, yearCreated, userArtist);
newArtwork.PrintInfo();
}
Artist.h (Able to be edited):
#ifndef ARTISTH
#define ARTISTH
#include <string>
using namespace std;
class Artist{
public:
Artist();
Artist(string artistName, int birthYear, int deathYear);
string GetName() const;
int GetBirthYear() const;
int GetDeathYear() const;
void PrintInfo() const;
private:
// TODO: Declare private data members - artistName, birthYear, deathYear
};
#endif
Artist.cpp (Able to be edited):
#include "Artist.h"
#include <iostream>
#include <string>
using namespace std;
// TODO: Define default constructor
// TODO: Define second constructor to initialize
// private fields (artistName, birthYear, deathYear)
// TODO: Define get functions: GetName(), GetBirthYear(), GetDeathYear()
// TODO: Define PrintInfo() function
// If deathYear is entered as -1, only print birthYear
Artwork.h (Able to be edited):
#ifndef ARTWORKH
#define ARTWORKH
#include "Artist.h"
class Artwork{
public:
Artwork();
Artwork(string title, int yearCreated, Artist artist);
string GetTitle();
int GetYearCreated();
void PrintInfo();
private:
// TODO: Declare private data members - title, yearCreated
// TODO: Declare .
Lea atentamente el siguiente pasaje antes de elegir sus resp.pdf
La siguiente informacin est disponible con respecto a los saldos finales del
cuentas de una empresa A a 31 de diciembre
antes de que se hayan realizado los asientos de ajuste:
Efectivo = $12,600
Cuentas por cobrar = $1,250
Suministros de oficina = $180
Seguro Prepago = $240
Equipo de oficina = $3,400 y equipo de oficina de depreciacin acumulada = $600
Cuentas por pagar = $700
Ingresos no devengados = $460
Acciones comunes = $ 2,000
Ganancias retenidas = $2,870
Dividendos = $400
Ingresos de Carbono Certificados = $2,900
Gastos de salario = $ 1,500
Gastos de alquiler = $ 400
a) Determinar el saldo final de la Depreciacin Acumulada - Equipo de Oficina si la Depreciacin del
Equipo de Oficina en diciembre fue de $200
b) Determine el asiento de ajuste para la siguiente transaccin: Seguro que venci durante
diciembre fue de $40
c) Determine el asiento de ajuste si los impuestos a la utilidad para diciembre se estiman en $250..
Jada levant la vista del monitor de su computadora para obs.pdf
Instrucciones: lea cada escenario y encierre en un crculo si se trata de un problema de fraude,
prctica de abuso o ninguno. Para distinguir la diferencia entre situaciones de fraude y abuso,
recuerde que, segn el programa de Medicare, el abuso se relaciona con incidentes o prcticas que
no concuerdan con las buenas prcticas comerciales aceptadas, mientras que el fraude es un
engao intencional que una persona sabe, o debera saber, que es falso, y el individuo sabe que el
engao podra resultar en algn beneficio no autorizado para s mismo o para otra(s) persona(s).
Explique la respuesta que seleccion.
Guin:
El Dr. Ulibarri le dice al cobrador del seguro que no cobre el deducible ni los copagos de la Sra.
Gerry Coleman..
In C++ Plz LAB Artwork label classesconstructors Given m.pdf
Imagine that you are an American sports apparel manufacturer thinking of expansion. You
currently sell your product through licensed agreements with a third-party vendor in the United
Kingdom and Canada. You are thinking of expanding to another country and have whittled the list
down to two countries: Australia and Spain.
Using Ghemwat's CAGE framework, illustrate which country you believe would be most
advantageous, considering the relative distance both nations have to the United States..
Heres a menu Appetizer Roll V Spring egg V Sou.pdf
Hamilton, Inc. tiene dos divisiones, Parker y Blaine. El siguiente es el estado de resultados del ao
anterior:
675,000
675,000
526,500
582,000
148,500
93,000
98,000
98,000
50,500
Del total de costos fijos, $150 000 son costos fijos comunes que se distribuyen equitativamente
entre las divisiones. Cul sera el margen de beneficio de Hamilton si se eliminara a Blaine?
Opcin multiple
$(24,500)
$(46,000)
$24,500
$155,000
parker Blaine
Ventas ps 675,000 ps 675,000
Costos
526,500 582,000
variables
Margen de
ps 148,500 ps 93,000
contribucin
Costes fijos 98,000 98,000
Margen de
ps 50,500 ps (5,000 )
beneficio.
I am interesting in finding the volume wetness of a 809 m2 .pdf
Heres a menu:
Appetizer
- Roll (V)
- Spring egg (V)
- Sour soup (V)
- Tiny chicken
Main Dish
- Sour chicken balls
- Chicken
- Sour pork
- Beef
- Vegetable Stir fry (V)
Side
- Fried rice
- Pork Fried rice
- Beef Fried rice
- Vegetable Fried rice (V)
All vegetarian options are listed as a (V).
Lunch special includes one appetizer, one main dish, and one side.
A.) How many possible lunch specials can you order?
B.) How many lunches specials only has vegetarian dishes (only dishes with "V")
C.) How many lunch specials are there if you have to order at least one vegetarian option?.
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Estudio de caso: empresas conjuntas de General Electric
Histricamente, en General Electric, si deseaba ingresar a un mercado extranjero, adquira o
estableca una empresa en ese mercado o iba solo, estableciendo una subsidiaria completamente
nueva. Las empresas conjuntas con una empresa local casi nunca se consideraron. La filosofa
predominante era que si GE no tena el control total, no se haca el trato. Sin embargo, los tiempos
han cambiado. Desde principios de la dcada de 2000, las empresas conjuntas se han convertido
en una de las herramientas estratgicas ms poderosas del arsenal de GE. Para ingresar al
mercado de Corea del Sur, por ejemplo, GE Money, el brazo de prstamos minoristas del negocio
de servicios financieros de GE, form empresas conjuntas con Hyundai para ofrecer prstamos para
automviles, hipotecas y tarjetas de crdito. GE tiene una participacin del 43 por ciento en estas
empresas. De manera similar, en Espaa, ha formado varias empresas conjuntas con bancos
locales para otorgar prstamos de consumo y tarjetas de crdito a residentes espaoles, y en Amrica
Central tiene una empresa conjunta con BAC-Credomatic, el banco ms grande de la regin.
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participacin mayoritaria en casi cualquier negocio, pero los precios de las adquisiciones han sido
tan altos que GE se resiste a adquirir por temor a pagar en exceso. Es mejor formar una empresa
conjunta, segn se piensa, que arriesgarse a pagar demasiado por una empresa que resulta tener
problemas que se descubren solo despus de la adquisicin. Igual de importante, GE ahora ve la
empresa conjunta como una excelente manera de sumergirse en los mercados extranjeros donde
carece de conocimiento local. Adems, en ciertas naciones, siendo China un ejemplo, las
consideraciones econmicas, polticas, legales y culturales hacen que las empresas conjuntas sean
una opcin ms fcil que la adquisicin de empresas Greenfield. GE cree que a menudo puede
beneficiarse de los contratos polticos, la experiencia local y las relaciones comerciales que el
socio local aporta, por no hablar del hecho de que en ciertos sectores de la economa china y
algunos otros, las leyes locales prohben otros modos de entrada. . GE tambin ve las empresas
conjuntas como una buena manera de compartir el riesgo de construir un negocio en una nacin
donde carece de conocimiento local. Finalmente, bajo el liderazgo del CEO Jeffrey Immelt, GE ha
adoptado metas de crecimiento agresivas y siente que ingresar a travs de empresas conjuntas en
pases donde carece de presencia es miembro de empresas conjuntas, GE ha expandido
rpidamente su presencia internacional durante la ltima dcada. . Por primera vez, en 2007 la
empresa obtuvo la mayor parte de sus ingresos de operaciones en el extranjero.
Por supuesto, General Electric ha realizado empresas conjuntas en el pasado. Por ejemplo, tiene
una empresa conjunta del cincuenta por ciento de larga data con la empresa francesa.
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Ensure that the following guidelines are met:
The Python file must be titled LetterCounter.
The Python file must have your name and student number commented at the top.
All code must be commented appropriately.
All variable and class names must be followed. Any variable names not specified in this document
must be descriptive.
Proper Pythonic formatting must be followed.
You must only submit a Python file. Do not submit the en7re folder.
LetterCounter.py
Create a class called WordCounter with the following attributes:
Punctuations: !()-[]{};:",<>./?@#$%^&*_~
Open the provided text.txt file, and then use the Counter class to count out all of the letters in text.
Print out the top 10 most used letters to the screen, along with how many times they were used.
Use the format method to print them out in a suitable manner.
Variables Methods
get_words_dict()
words_dict
top_10_words().
Hay 19 miembros en una junta directiva Si deben formar un s.pdf
Gladstone Company tracks the number of units purchased and sold throughout each accounting
period but applies its inventory costing method at the end of each period, as if it uses a periodic
inventory system. Assume its accounting records provided the following information at the end of
the annual accounting period, December 31.
Assuming that for Specific identification method (item 1d) the March 14 sale was selected two-
fifths from the beginning inventory and three-fifths from the purchase of January 30.
Required:
Compute the amount of goods available for sale, ending inventory, and cost of goods sold at
December 31 under each of the following inventory costing methods:
a. Last-in, first-out.
b. Weighted average cost.
c. First-in, first-out.
d. Specific identification, assuming that the March 14 sale was selected two-fifths from the
beginning inventory and three-fifths from the purchase of January 30. Assume that the sale of
August 31 was selected from the remainder of the beginning inventory, with the balance from the
purchase of May 1.
2-a. Of the four methods, which will result in the highest gross profit?
2-b. Of the four methods, which will result in the lowest income taxes?
Transactions Units Unit Cost
Beginning inventory, January 1 1,100 $ 50
Transactions during the year:
a. Purchase, January 30 2,150 60
b. Sale, March 14 ($100 each) (750)
c. Purchase, May 1 850 85
d. Sale, August 31 ($100 each) (1,200).
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b. adopcin inicial de una nueva norma contable
C. cambio de promedio ponderado a FIFO para valoracin de inventarios
d. reclasificar partidas en los estados financieros de periodos anteriores para hacer que los
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A) satlan Mallarn maliyetine 3.000 $ kredi
b) nakde evrilecek 4.200$'lk bir kredi
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d) Alacak Hesaplarna 4.200 $ bor.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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