determinants og organizational effectiveness
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This document discusses factors for effective organizational management and hospital management. It addresses strategies, leadership, communication, training, and performance management for organizations. It also discusses individual employee skills and attitudes. The document then lists objectives for expanding an existing hospital like increasing capacity and modernizing facilities. It identifies priorities for patient care, community orientation, viability and technology for hospitals. Finally, it outlines components needed for an emergency department area in a hospital like waiting areas, examination rooms, and special rooms for operations, fractures, burns and isolation.
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international orientations
The document discusses four orientations - or levels of involvement - that firms can take when entering international business:
1. Ethnocentric orientation views foreign markets as an extension of the domestic market. Management and operations are controlled from the home country. This approach has minimal risk but also limited potential.
2. Polycentric orientation establishes independent foreign subsidiaries that adapt to local conditions. Each market is viewed as distinct. This increases commitment but allows for better adaptation.
3. Regiocentric orientation groups countries into regions and coordinates strategy at a regional level. This provides improved control while considering regional differences.
4. Geocentric orientation treats the entire world as a single market. A uniform global strategy is developed
Introduction to organisational development
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
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Diagnostic Process
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
History of Organizational Development - Organizational Change and Developmen...
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
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1) Initiating appropriate changes to policies, procedures and programs to improve organizational effectiveness.
2) Supporting the establishment and improvement of human capital and managing OD specialists.
3) Serving as advisors on utilizing OD methodologies and tools while working closely with leadership on design and implementation goals.
4) Managing day to day strategy, functions, projects, employees and exposing people to different organizational activities.
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The document discusses four orientations - or levels of involvement - that firms can take when entering international business:
1. Ethnocentric orientation views foreign markets as an extension of the domestic market. Management and operations are controlled from the home country. This approach has minimal risk but also limited potential.
2. Polycentric orientation establishes independent foreign subsidiaries that adapt to local conditions. Each market is viewed as distinct. This increases commitment but allows for better adaptation.
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The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
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Do LIke and Share :) PLease share your feedback ! Thank You :)
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ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY
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Contributory stems of Organization Development
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The document discusses the values of organizational development. It identifies three main types of values for OD: humanistic values which focus on respecting individuals and treating people with dignity; optimistic values which assume people are inherently good and progress is possible through rationality and goodwill; and democratic values which support individual freedom and justice through fair treatment and rule of law. The values help guide OD practitioners in their work and emphasize the importance of ethics based on respect for individuals.
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Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
Chapter 3 od pracitioner
This document discusses organization development practitioners and their roles. There are three sets of people involved in organization development - those who specialize in it as a profession, those in related fields, and managers who apply it. Effective practitioners have attributes like diagnostic ability, empathy, problem solving skills, and flexibility. They require competencies in intrapersonal skills, interpersonal skills, general consultation skills, and organization development theory. Practitioners can be internal consultants who are organization members, or external consultants who work for firms. Internal consultants have advantages like existing relationships and understanding the organization, while externals can select projects and terminate them. Both roles require balancing between the organization and their own profession.
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This document discusses organizational learning and defines it as a change in behavior and mindsets that leads to redesigning organizational practices. It also refers to the development of new knowledge and behavioral change. Organizational learning can be used to change behaviors and attitudes through facilitating learning and developing new ways to manage change. It enhances communication and collaboration, which improves staff learning and overall performance. The document also lists factors like perceptions, motivation, abilities, and relationships that influence the learning process, and discusses how organizational learning can help libraries improve technology skills, manage conflicts, and increase commitment through learning opportunities.
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Comprehensive interventions are organizational development techniques that target the entire organization rather than subgroups. Popular comprehensive interventions include survey feedback, where employee attitudes are surveyed and results are shared organization-wide to create solutions, and structural change interventions which implement alterations to organizational structures and policies. Other comprehensive interventions are sociotechnical system design which emphasizes independent self-managed work teams, and total quality management which focuses on quality processes. Key steps in comprehensive interventions are getting whole systems involved, conducting confrontation meetings involving all management to assess organizational health, and strategic management activities where the organization's strategy is developed and implemented.
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This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
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Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Survey feedback - comprehensive OD interventions - Organizational Change an...
Collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps.
These are having two components- the use of Attitude Survey and the use of Feedback workshops.
Grand Strategy
The document discusses grand strategies that provide overall direction for strategic actions of firms operating in multiple industries or business areas. It outlines four main grand strategy alternatives: stability, growth, combination, and retrenchment. Stability involves remaining the same size or growing slowly, while growth can involve internal expansion or external diversification. Combination uses different strategies for different units, and retrenchment shrinks or sells off businesses. The document also presents a grand strategy matrix based on market growth and competitive position, outlining suitable strategies for each quadrant, such as market penetration, product development, or divestiture. It further defines various strategies like forward integration, divestiture, liquidation, and conglomerate diversification.
History+of+od
The document summarizes the history and development of Organization Development (OD) through four main trunks or stems: (1) laboratory training stem including T-groups and workshops, (2) survey research and feedback stem involving techniques like surveys, (3) action research stem being collaborative client-consultant inquiry, and (4) socio-technical and socio-clinical stem examining work groups and tasks. It then discusses areas of increased focus in second generation OD like organizational transformation, culture, learning organizations, teams, and visioning.
Strategy Evaluation
what is it, why it is required, who are evaluated, process of evaluation, tools of evaluation all are included here
Organizational Development
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Third party peace making team work group OD interventions - Organizational ...
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Individual intervention - Organizational Development
Types of Individual Intervention, Detailed description on Interventions.
Do LIke and Share :) PLease share your feedback ! Thank You :)
Od interventions
This document discusses different types of organization development (OD) interventions. It defines OD interventions as structured activities engaged in by organizational units to enact organizational change. The document then classifies interventions based on their objectives and targets, and outlines the major families of interventions including diagnostic activities, team-building, intergroup activities, survey feedback, education and training, techno-structural changes, process consulting, and grid organization development. It provides details on the goals and approaches for each type of intervention.
Values, Assumptions, and Beliefs in Organization Development
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
Global entry strategies
This document discusses various strategies for entering global markets. It begins by defining a global entry strategy and identifying key considerations such as target markets, goals, and entry modes. It then covers major issues in global entry like political risks. Different rules for selecting entry modes are presented, including naive, pragmatic, and strategic rules. Benefits of going global such as new revenue streams and talent pools are outlined. Finally, factors affecting entry mode selection, examples of modes like exporting, and their advantages/disadvantages are summarized.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Values of Organizational Development - Organizational Change and Development...
The document discusses the values of organizational development. It identifies three main types of values for OD: humanistic values which focus on respecting individuals and treating people with dignity; optimistic values which assume people are inherently good and progress is possible through rationality and goodwill; and democratic values which support individual freedom and justice through fair treatment and rule of law. The values help guide OD practitioners in their work and emphasize the importance of ethics based on respect for individuals.
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Unit v new business model and strategy for internet economy
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Survey feedback - comprehensive OD interventions - Organizational Change an...
Third party peace making team work group OD interventions - Organizational ...
Third party peace making team work group OD interventions - Organizational ...
Individual intervention - Organizational Development
Individual intervention - Organizational Development
Values, Assumptions, and Beliefs in Organization Development
Values, Assumptions, and Beliefs in Organization Development
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY
Values of Organizational Development - Organizational Change and Development...
Values of Organizational Development - Organizational Change and Development...
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This document discusses organizational effectiveness and defines key terms. It provides examples of effective organizations and discusses characteristics that contribute to effectiveness, including clear goals and vision, effective teamwork, strong business processes, an entrepreneurial spirit, recognition of individual achievement, and adaptation to environmental changes. Management aims for both high efficiency in resource usage and high effectiveness in goal attainment. Feedforward, concurrent, and feedback controls help organizations effectively monitor and improve performance.
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This document discusses organizational effectiveness and different approaches to assessing it. Organizational effectiveness refers to how well an organization achieves its intended outcomes. The document outlines four main approaches: 1) the goal attainment approach assesses effectiveness based on achieving clear, measurable goals, 2) the systems approach considers acquiring resources and interactions with the external environment, 3) the strategic constituencies approach focuses on satisfying internal and external stakeholders, and 4) the competing values approach matches an organization's emphases to constituent preferences. The approaches are best applied depending on factors like clear goals, connections between inputs/outputs, powerful stakeholder influence, and organizational emphases.
Organization Effectiveness Final
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
Management Effectiveness
Effective managers are role models who improve organizational effectiveness through their own performance and developing subordinates. While some believe effectiveness is innate, it can actually be learned and improved with practice. Effective managers understand the importance of knowledge and people in organizational success. They perform managerial activities efficiently and focus on achieving results. Characteristics include controlling their time effectively, concentrating on their contribution, building on strengths, focusing on one task at a time, and basing decisions on facts. Basic managerial skills are planning, organizing, and contributing direct results.
Organizational effectiveness
The contradiction model of organizational effectiveness considers an organization to be more or less effective regarding different, often conflicting goals. It recognizes that organizations face multiple constraints from various internal and external stakeholders over different time frames. Effectiveness in one domain does not necessarily relate to effectiveness in another. The contradiction model can help identify constraints outside an organization's control and analyze how organizations make compromises and respond to environmental pressures.
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Organizational effectiveness refers to how well an organization achieves its goals. However, the concept remains unclear for three reasons: differences in how organizations are conceptualized; organizational complexity; and researchers using varying criteria. Effectiveness can be measured in ways like productivity, efficiency, employee satisfaction, and goal achievement. However, organizations often have conflicting goals and public goals may differ from operative goals. Theoretical models of effectiveness include the rational goal model, internal process approach, open systems model, and human relations model. Each perspective has limitations in defining and assessing organizational effectiveness.
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The document summarizes the reorganization of knowledge and information services at The Ohio State University Health Sciences Center. Key organizations and service points were consolidated into a new Center for Knowledge Management to better serve the needs of customers based on feedback. The reorganization aimed to create, use, and share knowledge through centralized services, technology support, and resources. It resulted in increased usage and satisfaction through initiatives like a new assistance desk, do-it-yourself stations, and educational programs.
Ivancliff
Verified data is processed into information which leads to knowledge through study and research. Nursing informatics involves the components of data, information, knowledge, and wisdom through the application of ethics. Clinical instructors provide training and support to nursing staff on new applications to help integrate technology into care workflows, improving patient outcomes. Management of information systems brings efficiency to nursing research, administration, education, and practice.
Doing the Right Thing When No-one is Looking
The session presents an opportunity for delegates to explore the contribution of professionalism and self‐regulation as a driver for quality and for person‐centred care.
HCD_2011_MD Anderson study
Decentralizing nursing units at MD Anderson Cancer Center was intended to improve efficiency, teamwork, and the patient and caregiver experience. A study collected data before and after decentralizing three nursing units to evaluate the impact. Key findings included a decrease in time spent on documentation and at the centralized nurse station, and an increase in time spent at decentralized medication and supply areas and on the unit. Walking distance for nurses also increased with the decentralized design. The consistency of these changes across the three units provides evidence that decentralization can impact how nurses spend their time and perform tasks.
Training and Human Resources Management
The document discusses training and human resources management for comprehensive cervical cancer prevention and control programs. It recommends taking a targeted approach to assess existing infrastructure and leverage partnerships. A competency-based training approach should build capability by developing qualified trainers using standardized learning packages. Effective clinical training involves learning by doing with a focus on competencies, adult learning principles, and behavior modeling. Programs should expand through integration, ownership, and preparation for scale-up by generating demand and ensuring quality assurance.
Lean Facility Design as an Agent of Organizational Change for the Future of H...
The document summarizes St. John's Clinic's process in designing and building a new ambulatory healthcare facility in Rolla, Missouri to better support their transition to a new model of patient-centered, team-based care. Key aspects included conducting lean workflow analysis, visiting exemplar clinics, and designing the new facility based on lean principles to optimize space, efficiency and support the care team model. Initial challenges were overcome and the new clinic has led to improved patient satisfaction, increased capacity and reductions in space and costs while supporting the organizational transformation.
Stutoday01
The document discusses effective business communication and provides tips for achieving success through communication. It covers topics like the communication process, characteristics of effective messages, internal and external communication, globalization and workforce diversity, the increasing value of business information, reliance on teamwork, communication barriers, and ensuring ethical communication. The overall message is that effective communication is key to quicker problem solving, stronger decision making, increased productivity, and improved stakeholder response.
Health care management- a young challenge
The document discusses hospital planning and administration. It begins by defining a hospital and the roles of various healthcare professionals. It then covers topics like hospital organization, managing patient care, support services, and administrative responsibilities. Key aspects of hospital planning discussed include need analysis, site selection, equipment planning, interior design, and managing quality patient care. The document emphasizes the importance of policies, guidelines, staff training, and monitoring in delivering efficient patient care services.
The Medical Assistantpower Point
Medical assistants play an important role in physicians' offices and clinics by handling both administrative and clinical duties. They are trained to take patient vital signs, medical histories, assist with examinations, perform lab tests, administer medications and injections, and instruct patients on self-care. Medical assisting is a one-to-two year program available at community colleges and accredited institutions, and includes coursework in anatomy, medical terminology, administrative skills, and a required internship. Employment opportunities are excellent and expected to grow rapidly in settings like physicians' offices, hospitals, and specialty practices.
framework of job satisfaction
The document presents a conceptual framework for how human resource policies can impact hospital performance. It shows that effective HR policies that promote job satisfaction, such as welfare facilities, can lead to lower absenteeism and turnover, improving hospital performance. The framework also illustrates how human resource strategies and policies can help achieve organizational goals by optimizing resource utilization, fostering cordial employee relations, and retaining employees.
Growing markets by knowing referring physicians
This document provides an overview of strategies for growing referrals from physicians. It discusses:
1. Key trends in healthcare like physician burnout, changing demographics, and increased turnover that impact physician relations.
2. The importance of understanding the physician experience through research like interviews and experience mapping to identify pain points and opportunities.
3. Principles for segmenting and prioritizing physicians based on their specialty, goals, and the value and complexity of cases they refer.
4. Actions physician relations representatives can take like developing personalized engagement strategies for different physician types and aligning internal processes to better support physicians.
Practice management in dentistry | Public health dentistry
This document provides an overview of private dental practice management, including the types of practices, factors to consider when selecting a location and building, setting up and designing the dental office, and managing the practice operations and staff. It discusses managing the practice as an independent solo practitioner, with facility sharing, or as a partnership. Key aspects of practice management covered include selecting the appropriate place and location for the practice, designing the office space, hiring and managing personnel like receptionists and dental assistants, marketing the practice both internally and externally, and balancing the needs of patients and the personal needs of the practitioner.
NE HIMSS Presentation May 08
Presentation given at NE HIMMS symposium highlighting the coordination of Process Improvement and Project Management for an operational project in a long term care facility.
Establishing a Knowledge Hub to enable evidence-based decision making in heal...
1) The document discusses establishing a knowledge hub at Wolverhampton City Primary Care Trust to enable evidence-based decision making in healthcare planning and commissioning.
2) It describes transforming from an information department to a knowledge hub that mobilizes knowledge, and the challenges of changing behaviors and maintaining business operations during the transition.
3) Key activities of the knowledge hub include focusing on business needs, developing staff skills, collecting and managing structured and unstructured knowledge from various sources, and presenting knowledge through reports, dashboards and other products to support more informed decisions.
Operations Research: Methods, Challenges, Emerging Lessons, and Opportunities...
This document discusses operations research (OR) and provides guidance on choosing an OR concept and methodology. It recommends examining large problems in a small focused way and using evidence to scale up successful innovative ideas. When choosing an OR concept, consider how it could increase access to care and impact key health issues, and whether organizational learnings and experience can support the study. The appropriate methodology depends on the study topic and factors like data availability, technical support, and budget. External partners can help refine ideas, and field trips are valuable. Working through uncertainties around security, literacy, staffing, and gender issues is important. Afghanistan's use of mHealth technologies is mentioned.
August Research Resume
Brian Jay Adams Jr. is a clinical research professional seeking a role utilizing his strong background in research. He has over 10 years of experience in clinical research and healthcare, including roles as a clinical research nurse, cardiac monitor technician, and project manager. He holds nursing and EMT certifications and degrees from Penn State University, Alamance Community College, and Durham Technical Community College.
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Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...
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Customer Driven Knowledge and Information Services
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Practice management in dentistry | Public health dentistry
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National cancer control programme
The national cancer control programme was launched in India in 1975-76 to address the growing problem of cancer cases occurring in the country. It aims to prevent cancer, promote early diagnosis and treatment. The programme was revised in 1984-85 and 2004 to strengthen facilities and address gaps across India. Key objectives include primary prevention through education, secondary prevention of common cancers via screening, and tertiary prevention by strengthening therapy and palliative care. Various schemes provide assistance to cancer centers, hospitals, NGOs and districts for equipment, education, screening and research to better control cancer in India.
Revision of syllabus_of_gnm_last_3_dec _2__final
The document outlines the guidelines and minimum requirements to establish a School of Nursing in India. It states that any organization under central/state government, registered trust, missionary organization, or company can establish a nursing school if they have a 100 bed parent hospital. The organization must obtain approval from the state government and nursing council. The nursing school must have a separate building or teaching block with classrooms, laboratories, auditorium/multipurpose hall, library, and offices. It also needs a hostel block with adequate accommodation for students. The document specifies the minimum area requirements for the teaching and hostel blocks based on student capacity.
Philosophy of staffing in nursing
Nurse administrators believe that staffing plans should match employee skills and knowledge to patient needs to optimize care quality and job satisfaction. They believe all aspects of care for critically ill patients should be provided by professional nurses given the complexity of needs. For chronically ill patients, professional and technical nurses should provide health teaching and rehabilitation. Patient assessments, work quantification, and job analysis should determine personnel levels for each patient type. A master staffing plan should be developed centrally but administered locally by head nurses to accommodate unit-level needs.
Atrial septal defect
Atrial septal defect (ASD) is an abnormal opening between the right and left atria that allows blood to pass from the left to the right atrium. There are three main types of ASDs that differ in their location within the atrial septum. Untreated ASDs can lead to volume overload of the right ventricle and elevated pulmonary artery pressures over time. While small defects may be asymptomatic, children with ASDs can experience fatigue, infections, and poor weight gain. Diagnosis involves auscultation, chest X-ray, ECG, echocardiogram and cardiac catheterization. Surgical closure of the defect is usually recommended in childhood to prevent long-term complications like congest
Patent ductus arteriosus
Patent ductus arteriosus (PDA) is the persistent opening of the ductus arteriosus after birth, allowing blood to flow from the aorta to the pulmonary artery. It is common in preterm infants under 1.5kg. Untreated PDA can lead to pulmonary overload and congestive heart failure. Symptoms include tachypnea, bounding pulse, and frequent respiratory infections. Diagnosis involves physical exam, chest x-ray, echocardiogram, and cardiac catheterization. Treatment options include medications to close the ductus like indomethacin or surgery to ligate the ductus if medications fail or for symptomatic patients. Complications can include congestive heart failure, infective end
Extra hepatic biliary atresia
Biliary atresia is a condition where the bile ducts are obstructed or absent, preventing bile from draining from the liver. This causes jaundice and liver damage. There are several types depending on where the obstruction occurs. The main symptoms are jaundice appearing within 2-3 weeks of birth, pale stools, dark urine, and an enlarged liver. Diagnosis involves imaging and biopsy. Treatment is surgical exploration and correction within the first few months. With early surgery, 40-50% of patients with extrahepatic biliary atresia have long term survival, though prognosis is generally poor if left untreated.
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Hemodialysis: Chapter 4, Dialysate Circuit - Dr.Gawad
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Knee anatomy and clinical tests 2024.pdf
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Physiology of Chemical Sensation of smell.pdf
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
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Novas diretrizes da OMS para os cuidados perinatais de mais qualidadeProf. Marcus Renato de Carvalho
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
The Electrocardiogram - Physiologic Principles
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
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determinants og organizational effectiveness
- 2. Strategies, policies and practices Standards Leadership skills Decision making Effective communication Human resource management Staff training and development Rewards and incentives Performance management
- 3. Structural design Methods Size Organizational culture
- 4. Individual goals Skills Motives Attitudes Values
- 5. Public opinion Internal Complexity
- 7. To enlarge the existing hospital by introducing new facilities.
- 8. To increase utilization of hospital facilities
- 10. To increase productivity of hospital
- 11. Modernization of the already existing facilities
- 12. To reduce the cost of operations and maximize efficiency of services
- 14. Patient care of high quality
- 17. Orderly planning
- 21. Location Work area
- 22. Waiting area for emergency department patients
- 23. Waiting area for relatives Visitor‘s toilet Nurse‘s station and administrative office
- 24. Examination and treatment area Equipment Resuscitation room
- 25. Operation room Fracture room Plaster room
- 26. Care of burns Isolation room Other rooms
- 27. THANK YOU