This document discusses management control systems in hospitals. It begins by classifying hospitals based on objective, ownership, path of treatment, and size. It then discusses the management model of hospitals and various flowcharts from the perspectives of patients, doctors, and receptionists. It also includes content on classification of hospitals, benchmarking process and levels, and use case and class diagrams. Specific areas like pharmacy are then discussed in more detail, outlining goals, scope, and examples of standard operating procedures for dispensing medications.
Role of HR in Health Care Services in context to Gujarat
1. Overview of Health Care in Gujarat
2. What is HRM?
3. Major HRM Challenges & Opportunities
4. Quality Certifications & Authority
Role of HR in Health Care Services in context to Gujarat
1. Overview of Health Care in Gujarat
2. What is HRM?
3. Major HRM Challenges & Opportunities
4. Quality Certifications & Authority
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As a hospital administrator has to carry out management functions of planning, organizing, staffing, directing, controlling and coordinating.
Health care management is usually studied through healthcare administration[6] or healthcare management[7] programs in a business school or, in some institutions, in a school of public health
List of healthcare management project topics- Call us at 08263069601smumbahelp
Get ready made projects for all specializations.
Send your Specialization name to our mail id :
“help.mbaassignments@gmail.com”
call us at : 08263069601
As a hospital administrator has to carry out management functions of planning, organizing, staffing, directing, controlling and coordinating.
Health care management is usually studied through healthcare administration[6] or healthcare management[7] programs in a business school or, in some institutions, in a school of public health
Patient safety goals effective january 1, 2016Hisham Aldabagh
Includes the patient safety goals which must be achieved during the year 2016, focusing on patient identification, proper patient medication, protection patient against infection, and strict per operative patient safety procedures
Pharmacy Practice (BP703T) Unit-3.pptxSagarpamu123
This PPT Covers B. Pharm, Pharmacy Practice Unit-III topics with 1. Pharmacy and Therapeutics Committee, 2. Information Services, 3. Patient Counseling, 4. Education and Training Program in the Hospital 5. Prescribed Medication Order and Communication Skills.
Pharmacy Practice (BP703T) Unit-2.pptxSagarpamu123
This PPT Covers B. Pharm Pharmacy Practice Unit-II with topics 1. Drug Distribution System in a hospital, 2. Hospital Formulary, 3. Therapeutic Drug Monitoring, 4. Medication Adherence, Patient Medication History Interview, 5. Community Pharmacy Management
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
24. BENCHMARKING PROCESS Similar to the plan-do-check act cycle in continuous improvement, But focuses on setting quantitative goals for continues improvement. Four basic steps:
25. LEVELS OF BENCHMARKING Three levels of benchmarking. i. Internal benchmarking: Comparing similar processes performed in different parts of the same Organization or service. This can be advantageous for firms that have several business units or divisions. ii. Competitive benchmarking: Comparing the performance (or an aspect) of an Organization with that of a competitor, iii. Functional benchmarking: Comparison of performance of the same function for all of those in the same sector,
33. Goals Assure the quality and consistency of the service; Ensure that good practice is achieved at all times; Delegate and free up time for other activities; Role clarification; Training new members of staff; Provide a contribution to the audit process.
34. Scope Sale of OTC medicines and the provision of information to customers on symptoms and products Prescription receipt and collection The assembly of prescribed items (including the generation of labels) Ordering, receiving and storing pharmaceutical stock The supply of pharmaceutical stock Preparation for the manufacture of pharmaceutical products (including aseptic products) Manufacture and assembly of medicinal products (including aseptic products)
35. General principles be pharmacy specific; be dependent on the competence of the staff working in that pharmacy; under normal circumstances, it should be applicable at all times, i.e. not dependent on the presence of the pharmacist under whose authority the procedure was prepared.
36. SOP’s role define the process specify which activities must be carried out personally by a pharmacist (pharmaceutical assessment) which activities can be delegated to identified competent support staff and how the checks for accuracy are to be carried out. It is good practice for SOPs to incorporate an audit trail so that the pharmacist can determine who is responsible for each aspect of the process.
38. Example of SOP-Dispensing procedure Every prescription must be professionally assessed by a pharmacist to determine its suitability for the patient. A pharmaceutical assessment of a prescription (professional check) does not eliminate the risk of a dispensing error occurring and dispensing accuracy checks should always be undertaken. Wherever possible the accuracy check should be carried out by a second person. Pharmacist will undertake a pharmaceutical assessment of every prescription presented for dispensing and, once the prescription has been assembled, someone other than the person who assembled it will perform an accuracy check. “Accredited checking technicians” (ACTs)
39. Pharmacy Process Stages Prescription handling Assessment of prescription validity, safety and clinical appropriateness Making interventions and problem solving Assembly and labelling Accuracy checking procedure Transfer of the medicine or product to the patient
40. Patient details are checked and confirmed; The patient or representative has signed the reverse of the form; Prescription charges are collected promptly and correctly or patient exemptions are checked, as applicable; The prescription is passed on for pharmaceutical assessment and assembly; Patients/representatives are advised of waiting times and procedures for collection or delivery, including opening hours where appropriate; Necessary documentation is completed; Legal and professional requirements for record keeping, records management, endorsement and, where appropriate, submission for pricing are upheld. 1. Prescription handling
41. Legally valid; Prescribable under health policy; Includes an appropriate dosage form and appropriate route of administration; Appropriateness according to patient’s condition; Dosage within therapeutic range; Duration of treatment; Appropriateness according to patient’s parameters (age, weight, etc.) and previous medication. This is particularly important for treatments with a narrow therapeutic index, oncology preparations, or for babies and young children; Compatibility with other medication; Consistency with formularies, clinical guidelines and protocols (including shared care protocols, patient group directions); Possible side effects; Risk of adverse drug reactions; Potential for non-concordance, inappropriate use and misuse by patient; Contra-indications. 2. Assessment of the prescriptionfor validity, safety and clinical appropriateness
42. A procedure for dealing with interventions should be specified, as should circumstances in which other members of staff may perform certain tasks, for example, to clarify details with a prescriber, and at what stage this should occur, i.e. before or after discussion with the pharmacist. SOPs should also include procedures for liaison with other health professionals and/or patients as appropriate. 3. Interventions and problem solving
43. The medicine or product matches the prescription and is in date; It is assembled using correct equipment and processes; It is packed and labeled appropriately; Appropriate records are made; Health, hygiene and safety procedures are followed at all times. 4. Assembly and labeling of required medicine or product
44. There should be an accuracy check within the procedure. Additional competence assessment and/or training is required to assure appropriate checking. The SOP should be clear about which persons are competent and authorized to check. Wherever possible the check should be undertaken by a second person. Self-checking is not recommended other than in exceptional circumstances in which procedures are in place to assure patient safety and where it is in the patient’s best interest to do so. Incorporate boxes on the pharmacy label to accommodate the initials of the person who has dispensed the prescription and the person who has performed the professional check. An additional box may be required for the accuracy check. 5. Accuracy checking procedure
45. Completed prescriptions are received by the correct person; Appropriate information is provided to the patient or the patient’s representative and, where possible, understanding of this information is checked; Measuring spoons and oral syringes are provided where appropriate; Provision is made for transfer of dispensed items to patients’ representatives. 6. Transfer of the medicine or product to the patient
Similar to the plan-do-check act cycle in continuous improvement, But focuses on setting quantitative goals for continues improvement. Four basic steps:1. Planning: Identify the product, service, or process to be benchmarked and the firm(s) to be used for comparison, determine the measures of performance for analysis, and collect the data, 2. Analysis: Determine the gap between the firm's current performance and that of the benchmark firm(s) and identify the causes of significant gaps,3. Integration: Establish goals and obtain the support of managers who must provide the resources for accomplishing the goals,4. Action: Develop cross-functional teams of those most affected by the changes, develop action plans and team assignments, implement the plans, monitor progress, and recalibrate benchmarks as improvements are made. Simply, stated Collect the data, analyse the data, set targets to achieve best processes, develop an action plan, communicate, implement the action plan, re-measure benchmark in the light of progress.
There are four levels of benchmarking.i. Internal benchmarking: Comparing similar processes performed in different parts of the same Organization or service. This can be advantageous for firms that have several business units or divisions.ii. Competitive benchmarking: Comparing the performance (or an aspect) of an Organization with that of a competitor,iii. Functional benchmarking: Comparison of performance of the same function for all of those in the same sector,iv. Generic benchmarking: Comparing functions at a generic level. This is often the only approach available to Government organizations.