Strategic planning is the process of determining an organization's future goals and the best way to achieve them. It involves analyzing the organization's strengths, weaknesses, opportunities, and threats through tools like SWOT analysis. The strategic planning process results in long-term plans and strategies spanning 2-5 years. The ultimate goal is sustainability of the organization. The key steps involve situational analysis, defining mission/goals/strategies, and implementing new strategies through changes to leadership, structure, resources and systems.
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
A strategic management presentation on a tertiary level hospital in an urban setting (Metro Manila, Philippines),based on a paper written in partial fulfillment of the requirements of a MD-MBA degree. Topics covered include: industry and competitor analysis, internal and company analysis, strategy formulation, strategic plans and objectives, monitoring and control, and contingency plans.
THIS PRESENTATION TALKS ABOUT THE KEY ELEMENTS REQUIRED FOR A HOSPITAL MARKETING PLAN. THIS CAN BE USED AS A REFERENCE FOR OTHER SERVICE MARKETING INDUSRTIES.
THANKS
REYAZ K SIDDIQUI
Hospital marketing -Multi specilality hospital By Dr Kavita Soni Dr.Kavita Soni
Hospital Marketing has been viewed from a different perspective these days.It has become a major tool for business development in health care sector.The only challenge to incorporate and customize the core marketing concept to go well with hospital setting
A strategic management presentation on a tertiary level hospital in an urban setting (Metro Manila, Philippines),based on a paper written in partial fulfillment of the requirements of a MD-MBA degree. Topics covered include: industry and competitor analysis, internal and company analysis, strategy formulation, strategic plans and objectives, monitoring and control, and contingency plans.
THIS PRESENTATION TALKS ABOUT THE KEY ELEMENTS REQUIRED FOR A HOSPITAL MARKETING PLAN. THIS CAN BE USED AS A REFERENCE FOR OTHER SERVICE MARKETING INDUSRTIES.
THANKS
REYAZ K SIDDIQUI
Kilroy’s Acute Care Hospital Strategic Plan was created for my class “Strategic Planning for Healthcare Organizations”. I was put into a team with several individuals and tasked with creating a fictional strategic plan that included an environmental assessment, critical strategic issues and response strategies, measurement objectives, barriers/constraints, and a description of our suggestions of how to move foreword in the future and meet our goals, among other objectives important to our hospital.
My role in this project was working on critical strategic issues and response strategies. I was tasked with deciding what my group’s fictional hospital needed to address moving into the future and what the short-term and long-term objectives were to respond to these issues. The skills I used in creating and responding to these objectives are problem-solving and decision-making skills, analytical skills, and persuasion. One result I want to highlight was that I helped create sound financial data that demonstrated the impact the addition of a stabilization unit would have on the rest of the strategic plan.
This project was not only fun to create and research; it helped me understand the importance of strategic planning and analyzing the core issues of an organization in order to better prepare for the future.
Acute Care Hospital Strategic Plan PowerPoint PresentationAndrea Ratz
This project was done for my class “Strategic Planning for Healthcare Organizations”. After creating the five-year strategic plan, my group created a PowerPoint presentation in order to present our final strategic plan to the class and several other instructors. This presentation was meant to summarize our strategic plan and present the main points of our paper. My role was to communicate with the class what part I researched, which was critical strategic issues and response strategies.
The project was to be representative of how real professionals would present a strategic plan to the board of directors of a hospital. This presentation required use of verbal communication skills, planning and developing skills, organizational skills, and persuasion. When our instructors ranked all the projects, my group came in second place out of twelve other groups.
In B Grade and C Grade cities of India, Hospital Marketing is not a recognized branch but it plays a very important role. Here is a guide for Hospital Marketing with basic knowledge. Hope you all will be in gain of something from my efforts.
For more information and updates join me and contact me directly. Credit for guidance goes to my mentor and guide Mr. Manish Kumar Vaishnav Sir, Slide Background taken from fppt.com other sources are collected from Google and Wikipedia.
These facts are only for the presentation and basic ideas of Hospital Marketing in B and C grade cities,no elaborated and complete information is shared here, any mismatch in information will be consider for the change, your valuable feedback's and suggestions are cordially invited, for complete information contact me directly. Market Research | Analysis | Strategy Building | Budgeting| Recruitment | Costing | All other Hospital Marketing Aspects
6 Proven Strategies for Engaging Physicians—and 4 Ways to FailHealth Catalyst
For healthcare organizations to be successful with their quality and cost improvement initiatives, physicians must be engaged with the proposed changes. But many physicians are not engaged because their morale is suffering. While some strategies to encourage buy-in for improvement initiatives don’t work, there are six strategies that have proven to be effective: (1) discover a common purpose, (2) adopt an engaging style, (3) turn physicians into partners, not customers, (4) segment the engagement plan, (5) use “engaging” improvement methods, and (6) provide them with backup—all the way to the board. Once the organization has their trust, physicians will gain enthusiasm to move forward with improvement efforts that will benefit everyone.
Credentialing refers to the process of collection and verification of the evidences of credentials of a doctor who is to be given the responsibility of
treating patients in the hospital. The process
ensures the authenticity of the details provided
by the healthcare practitioner or doctor.
Healthcare and similar industries have stringent regulations and requirements when managing patient records and documents. Learn how you should handle these files and the proper ways to destroy them when their retention periods are up. For additional information, check out www.shrednations.com.
Strategic Management Paper: Hospital Industry ----
Definition of the industry and its dominant economic features, Industry’s Dominant Economic Features (Market Size and Growth Rate, Number of Rivals, Scope of Competitive Rivalry, Degree of Product Differentiation, Service Innovation, Pace of Technological Change), Major Players, Industry analysis using five forces model, Driving forces, Strategic group map, Competitor analysis, Possible strategic moves of competitors, Key Success factors, Conclusion of industry analysis.
If you’ve ever spent time in a hospital — either as a patient, staff member, or visitor — then you know that institutional health care is extremely complicated by nature.
I gave this lecture at the University Clinical Center of Kosovo, University of Pristina, to nursing colleagues and student nurses. The talk focused on five key challenges for nursing in the next one hundred years.
Kilroy’s Acute Care Hospital Strategic Plan was created for my class “Strategic Planning for Healthcare Organizations”. I was put into a team with several individuals and tasked with creating a fictional strategic plan that included an environmental assessment, critical strategic issues and response strategies, measurement objectives, barriers/constraints, and a description of our suggestions of how to move foreword in the future and meet our goals, among other objectives important to our hospital.
My role in this project was working on critical strategic issues and response strategies. I was tasked with deciding what my group’s fictional hospital needed to address moving into the future and what the short-term and long-term objectives were to respond to these issues. The skills I used in creating and responding to these objectives are problem-solving and decision-making skills, analytical skills, and persuasion. One result I want to highlight was that I helped create sound financial data that demonstrated the impact the addition of a stabilization unit would have on the rest of the strategic plan.
This project was not only fun to create and research; it helped me understand the importance of strategic planning and analyzing the core issues of an organization in order to better prepare for the future.
Acute Care Hospital Strategic Plan PowerPoint PresentationAndrea Ratz
This project was done for my class “Strategic Planning for Healthcare Organizations”. After creating the five-year strategic plan, my group created a PowerPoint presentation in order to present our final strategic plan to the class and several other instructors. This presentation was meant to summarize our strategic plan and present the main points of our paper. My role was to communicate with the class what part I researched, which was critical strategic issues and response strategies.
The project was to be representative of how real professionals would present a strategic plan to the board of directors of a hospital. This presentation required use of verbal communication skills, planning and developing skills, organizational skills, and persuasion. When our instructors ranked all the projects, my group came in second place out of twelve other groups.
In B Grade and C Grade cities of India, Hospital Marketing is not a recognized branch but it plays a very important role. Here is a guide for Hospital Marketing with basic knowledge. Hope you all will be in gain of something from my efforts.
For more information and updates join me and contact me directly. Credit for guidance goes to my mentor and guide Mr. Manish Kumar Vaishnav Sir, Slide Background taken from fppt.com other sources are collected from Google and Wikipedia.
These facts are only for the presentation and basic ideas of Hospital Marketing in B and C grade cities,no elaborated and complete information is shared here, any mismatch in information will be consider for the change, your valuable feedback's and suggestions are cordially invited, for complete information contact me directly. Market Research | Analysis | Strategy Building | Budgeting| Recruitment | Costing | All other Hospital Marketing Aspects
6 Proven Strategies for Engaging Physicians—and 4 Ways to FailHealth Catalyst
For healthcare organizations to be successful with their quality and cost improvement initiatives, physicians must be engaged with the proposed changes. But many physicians are not engaged because their morale is suffering. While some strategies to encourage buy-in for improvement initiatives don’t work, there are six strategies that have proven to be effective: (1) discover a common purpose, (2) adopt an engaging style, (3) turn physicians into partners, not customers, (4) segment the engagement plan, (5) use “engaging” improvement methods, and (6) provide them with backup—all the way to the board. Once the organization has their trust, physicians will gain enthusiasm to move forward with improvement efforts that will benefit everyone.
Credentialing refers to the process of collection and verification of the evidences of credentials of a doctor who is to be given the responsibility of
treating patients in the hospital. The process
ensures the authenticity of the details provided
by the healthcare practitioner or doctor.
Healthcare and similar industries have stringent regulations and requirements when managing patient records and documents. Learn how you should handle these files and the proper ways to destroy them when their retention periods are up. For additional information, check out www.shrednations.com.
Strategic Management Paper: Hospital Industry ----
Definition of the industry and its dominant economic features, Industry’s Dominant Economic Features (Market Size and Growth Rate, Number of Rivals, Scope of Competitive Rivalry, Degree of Product Differentiation, Service Innovation, Pace of Technological Change), Major Players, Industry analysis using five forces model, Driving forces, Strategic group map, Competitor analysis, Possible strategic moves of competitors, Key Success factors, Conclusion of industry analysis.
If you’ve ever spent time in a hospital — either as a patient, staff member, or visitor — then you know that institutional health care is extremely complicated by nature.
I gave this lecture at the University Clinical Center of Kosovo, University of Pristina, to nursing colleagues and student nurses. The talk focused on five key challenges for nursing in the next one hundred years.
Running head HEALTHCARE CARE NEEDS AND REAL COMPETITION 1HE.docxjeanettehully
Running head: HEALTHCARE CARE NEEDS AND REAL COMPETITION
1
HEALTHCARE CARE NEEDS AND REAL COMPETITION
8
Health Care Needs and Real Competition
Student’s Name
Institution Affiliation
Date
Question 1: Mission and Vision Statement
Mission statement
To create a stable healthcare environment and affordable healthcare services where patient care is central and the patients get quality health services for the value they pay for.
Vision statement
To become a reputable world-class health care organization providing distinguished health care services not only to the locals but across the globe.
· Acquiring the most qualified personnel for the various job positions
During selection and hiring, the process should be thorough and open- devoid of corruption or other scandals. This will make sure that only the most qualified persons are taken for the job.
· Adoption of robust technology to support operations within the first year of operations
An organization-wide system will be implemented from the founding of the organization. The organization-wide system will synchronize all the operations of the organization increasing speed and accuracy to a large extent. The technology will also be equipped with a spacious and reliable database system for data storage.
· Investing in organizational executive leadership through thorough and continuous training
Our organization will invest in maintaining a competitive executive team through thorough and continuous training. We will achieve this by having a given percentage of returns for this purpose. A well-trained executive team will be beneficial for the growth and expansion of the healthcare organization to reach the global perspective that is succinctly described in our vision statement.
Question 2: Adaptive Strategy to Achieve Strategic Goals
To achieve the strategic goals that we have identified above we must utilize a straightforward adaptive strategy. In our case, we will apply the directional strategy- mainly concerned about the status of the organization at a given moment; the direction in which it is moving. Just like other organizations, healthcare organizations must adopt directional strategies that work as the basis for their daily decisions and work activities. In essence, directional strategies are important in defining an organization in terms of what they are and what goals they want to achieve in a given time frame. Strategic goals that are not timed in most cases end up unfulfilled (Gagné, 2018). The directional adaptive strategy is composed of elements such as the basic direction, growth, stability, and retrenchment.
Basic direction
This is outlined in the organization's mission and vision statements. These act as the directional elements for the organization as it guides their daily operations and impacts organizational culture and values. A mission statement is a definition of the organization's purpose and it guides it towards the specified purpose. In the quest to ensure th ...
· Justify the value of marketing plans as instruments that compel .docxoswald1horne84988
· Justify the value of marketing plans as instruments that compel marketers to think about upcoming periods, perform routine marketing analyses and audits, and set marketing goals and objectives such as Return on Investment (ROI), etc. Provide one (1) example of the use of marketing plans in this fashion to support your rationale.
· Decide whether or not you believe Philip Kotler’s Marketing Plan Model provides a useful framework for developing an effective marketing plan. Provide at least two (2) specific examples of the Philip Kotler’s Marketing Plan Model that apply within a health care organization with which you are familiar.
Appendix C
Criteria of evaluation of health reform
CRITERIA
*4
3
2
1
0
Comments
I. introduction description of topic / subject selected with relationship to the situation current in the services of health.
Discussion of the methodology of work to develop the theme.
II. conceptual framework of evaluation use literature to support the approach selected for evaluation.
Provides the frame concept.
III.main findings of the analysis and interpretation of data collected by the group what is the current situation? What are the main features of the health system of the State of Florida or U.S.
What problems are there, according to the perception of different interest groups?
Previous studies with conclusive and irrefutable information? What are its main findings and conclusions?
There are significant differences between different approaches to participating insurers? It varies markedly rules and procedures and the indicators of performance of the existing approaches? What are the differences in covers and costs of private and Government health insurance plans?
¿ What options there are for them people not insured that does not qualify for the Plan of health of the Government and not can pay a Plan private?
What is the satisfaction of the various providers and consumers, with the current system?
¿ How effective have the solutions tested in the past been?
¿ What are the main weaknesses of the current system?
¿ What are the key strengths that we want to keep?
How does it compare the situation of the health system of the State of Florida or the nation with that of other countries?
INSTRUCTION FOR PUBLIC HEALTH POLICIE, ETHIC AND SYSTEMS. 5 pages.
N
URS 501 Public Health Policies, Ethics and Systems 4
Prepared: 11/15/2012
Prepared: 11/15/2012
Prepared: 11/15/2012
N
URS 501 Public Health Policies, Ethics and Systems 93
Criteria
*4
3
2
1
O
N/A
Comments
¿ What conclusions can we arrive on the effects of the current health system? What results in the health of the population and of the performance of the system of health allow conclude on the need of change?
¿ There is consensus in key areas to improve? Could one achieve consensus and commitment to the recommendations of the Group?
IV. determina.
Running Head QUALITY IMPROVEMENT PLAN 1QUALITY IMPROVEMENT .docxtoltonkendal
Running Head: QUALITY IMPROVEMENT PLAN 1
QUALITY IMPROVEMENT PLAN 12
Quality Improvement Plan; Mayo Clinic
Introduction
Quality in the healthcare organisation is of paramount importance. This is not only for the purpose of ensuring that more customers are attracted to the business but also to make sure that the services being offered comply with the standard that are required for medical practitioners. Quality in mayo clinic is realised through various ways in accordance with the services that are offered. Each personal work strives to ensure that quality medical services are offered. Mayo clinic is a healthcare facility that offers medical services at a fee. People who attend the facility come with the hope of getting quality services they are paying for; this is the driving force of the facility- to ensure that quality services are offered.
With the above being said, the purpose of this paper is to evaluate quality improvement for conflict in mayo clinic caused by diversity of cultures.
Description of the environment and the departments of mayo clinic
Mayo clinic is located in different parts of the United States of America, with over 3300 physicians, researchers and other professionals sharing expertise to empower its clients. Being among one of the renowned healthcare organizations, mayo clinic is not without its own weaknesses. Many of these weaknesses as presented in the SWOT analysis were obtained from the interview conducted in this environment (Bauer, Kermott, Millman, & Mayo Clinic, 2017). The objective of this healthcare organization is to provide quality services in order to attract more customers seeking for services. Therefore, seeking quality plans to counter the possible weaknesses arising in the departments is inevitable.
In order to embrace the tradition of providing quality in all areas, such as the effectiveness of Medicare program, mayo clinic utilizes the department ad centres for research (Bauer, Kermott, Millman, & Mayo Clinic, 2017). Irrespective of the various challenges this healthcare organization go through, its belief that quality improvement is an endless task makes it moving. The research department and centres always endeavour to identify every possible gap in health care provisions going on in the different departments as a foundation of solution seeking.
The services offered in mayo clinic ranges from consumer services to business services. For the former, this healthcare organization offers health living programs, book and related programs, health letter for future reference, gift shop and mayo clinic voice apps which helps the customers to get health services in a convenient way using technological means (Bauer, Kermott, Millman, & Mayo Clinic, 2017). On the other hand, business services offered by this healthcare organization include medical laboratory services and Global business solutions.
In regard to the equipment being used at mayo clinic, the belief is that provision of care to patie ...
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
Running head: PART ONE-STRATEGIC PLAN 1
PART ONE-STRATEGIC PLAN 8
Part One-Strategic Plan
Ryann A. Schreck
Univeirsty of Phoenix
Health Care Strtegic Mangement
HCS/589
Dr. Cheryl McGee Comment by Microsoft account: Dr. Sherry McGe or Dr. Sheryl McGee. Thanks.
See more comments inside.
August 24, 2015
Organization’s Mission, Vision and Values
The New Generation General Hospital is a health care institution, which intends to be in the business of offering high quality health care services to the members of the public, in the state of California. The cost of health care in the recent years has been on the rise, making it unaffordable to many people. The main mission of this healthcare organization will be to make health care services accessible and affordable to all. In order to achieve this mission the hospital will put in place structures aimed at lowering the cost of operations, with an aim of ensuring that its services are charged prices that can be afforded by all groups of people, be either the rich or the poor. Comment by Microsoft account: Good. Decided on an appropriate health care organization for which to develop a strategic plan. If using a new organization, look ahead and be sure you can address all aspects of the project. You may need to identify data and information from a proxy (very similar) organization. If using an actual existing organization, the strategic plan should be based on a new product or new service within the organization. Then you’ll use the research and theories we are addressing in the course to make your recommendations. Okay?
Furthermore, quality health care is the key to success of any given country or region. For purposes of this organization contributing to the economic growth of the state of California its vision will be to provide high quality health services to all people from all walks of lives. The main areas of quality that the hospital will focus on will be patient safety, patient satisfaction and outcomes. More emphasis will be put on the organization quality assurance department so that it can put in place measures aimed at enhancing the quality of care offered to patients at any given time.
The main values of the hospital that will guide all the stakeholders, towards attaining its vision and mission will be, honesty, professionalism, kindness, privacy, trustworthiness and commitment. The values will be key when it comes to enhancing the quality and accessibility of the health services that will be offered by the organization to the target customers.
Strategic Planning Model
Given that this is a new health care organization, it will be using the conventional strategic planning model. This model will be suitable for the organization, given that it has adequate resources to pursue its long term goals of.
Criteria for Performance Excellence to Improve Pharmacy ServicesCompleteRx
- Enhance understanding of the Performance Excellence program and the impact on Healthcare organizations
- Be able to locate Process level and Results level items and how to begin
- Identify areas in the hospital pharmacy that can be impacted by the program
• Brilliant ex Indian Army Medical Corp officer with profound knowledge of management of men,material and money and taken part in various army operation including establishment of new medical field unit with resource management for newly raised army division.
• Strategic and enthusiastic healthcare professional helping healthcare systems in opening hospitals, maximizing patient satisfaction, improving efficiency/processes, enhancing quality, physician engagement/ hiring and managing their revenue/cost.
• Proven 20 years of progressive experiemce in healthcare with 10 years of Administrative, Quality Management and operations experience in the healthcare & consulting area with a strong background in healthcare operations/ administration, processes, IT- HIS Implementation and cost management
• Accomplished, self motivated, detailed oriented and analytical professional offering extensive auditing, process improvement and presentation skills; highly experienced in resolving customer issues and problem solving.
• Greatly qualified at developing meaningful working relationships across all levels of an organization including executive levels, and able to work with minimal supervision and under pressure.
• Experienced identifying the key business drivers and their Pain and Vision, in order to assess risks, troubleshoot and resolve customer issues, and as a result, develop a strong win-win relationship.
• Fluent in English and Hindi with excellent listening, communication and interpersonal skills and a highly developed ability to deliver through influence
ITS IMPORTANT TO MEET THE COMPETENCES (Thats how they evaluate the mariuse18nolet
ITS IMPORTANT TO MEET THE COMPETENCES (That's how they evaluate the work).
Nursing within an organization is a critical component of health care delivery and is an essential ingredient in patient outcomes (Kelly & Tazbir, 2014). The concern for quality care that flows from evidence-based practice generates a desired outcome. Without these factors, a nurse cannot be an effective leader. It is important to lead not only from this position but from knowledge and expertise.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 2: Explain the accountability of the nurse leader for decisions that affect health care delivery and patient outcomes.
(IMPORTANT) -Describe accountability tools and procedures used to measure effectiveness.
Competency 3: Apply management strategies and best practices for health care finance, human resources, and materials allocation decisions to improve health care delivery and patient outcomes.
(IMPORTANT) -Develop an evidence-based plan for health care delivery.
Competency 4: Apply professional standards of moral, ethical, and legal conduct in professional practice.
(IMPORTANT) -Apply professional and legal standards in support of a care plan.
Competency 5: Communicate in manner that is consistent with the expectations of a nursing professional.
(IMPORTANT) -Write content clearly and logically, with correct use of grammar, punctuation, mechanics, and current APA style.
Preparation
Refer to the Capella library and the Internet for supplemental resources to help you complete this assessment.
Instructions
Deliverable:
Develop an evidence-based plan for health care delivery.
Scenario:
The hospital where you work has an issue with increased readmissions within 30 days of discharge. After examining the core measures, it was found that heart failure was the most common core measure disease process experiencing the highest rate of readmissions. The leadership team has given your team the charge of developing a nurse-run outpatient heart failure clinic. The purpose of this clinic is to ensure that discharge education is presented to the patient in an orderly, consistent manner and complies with evidence-based practice protocols. Since these patients may be discharged from a variety of areas in the facility, having the heart failure clinic staff take ownership of the process will improve both consistency and compliance. There are cardiologists that interact with the staff and patients, but the day-to-day operations of the clinic are designed and supported by the nurses as they interact with appropriate members of the other health care team disciplines promoting the best care for the heart failure patients.
As a member of the nurse team, you have been asked to develop
one
component
of the clinic.
The hospital leadership established these objectives ...
Strategic Planning: Future of an organization-A critical review
Dr. Rangappa. S. Ashi
Associate Professor
Department of Child Health Nursing
SDM Institute of Nursing Sciences,
Shri Dharmasthala manjunatheshwara University, Sattur, Dharwad-580009, Karnataka, India.
Corresponding author E-mail: rangappa.ashi@gmail.com
These lecture slides, by Dr Sidra Arshad, offer a quick overview of 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 leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
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. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
Title: Sense of Taste
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 structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
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2. Strategic Planning
Process of determining where an organization
intends to be in the future and how it will get
there.
It is a way of finding the best possible future
course for the institution and then outlining
the best possible path of moving toward that
destination.
3. Strategic Planning Process
•What might we do (in terms of environmental
opportunity)?
•What can we do (in terms of ability and
strengths)?
•What do we want to do (in terms of personal
preference)?
•What should we do (in terms of social
responsibility)?
5. Strategic Planning Process
Situational Analysis
Evaluate current mission, goals and strategies
SWOT Analysis
Scan internal environment – core competencies,
synergy, values creation
Scan external environment
Identify strategic factors
S – Strengths
W- Weaknesses
O – Opportunities
T – Threats
6. Strategic Planning Process
Environmental Analysis
SWOT
Internal
environment
STRENGTHS
What do we do well?
WEAKNESS
What is wrong
now?
External
environment
OPPORTUNITIES
What possibilities
exist
THREATS
What can go
wrong?
7. Strategic Planning Process
Situational analysis
Define / redefine mission, goals, grand
strategy
Formulate new strategy (corporate, business,
functional)
Formulate key result areas and evaluation
parameters
12. Strategic Management
Situational
Analysis
Implement Strategy via changes in:
•Leadership/culture
•Structure
•Human Resource
•Info and control
•systems
Define New:
•Mission
•Goals
•Grand Strategy
Formulate Strategy:
•Corporate
•Business
•Functional
Step 4: Implement new strategy
13. SWOT
Scan External
Environment
Identify strategic
Factors:
•Opportunities
•Threats
Evaluate Current:
•Mission
•Goals
•Strategies
Scan Internal
Environment:
•Core competencies
•Synergy
•Value Creation
Identify Strategic Factors:
•Strengths
•Weaknesses
Define New:
•Mission
•Goals
•Grand Strategy
Formulate Strategy:
•Corporate
•Business
•Functional
The Strategic Management Process
Implement Strategy
via changes in:
•Leadership/culture
•Structure
•Human Resource
•Info and control
systems
14. Operational Goals / Plans
Lower Management
(Departments/Individuals)
Tactical Goals/Plans
Middle Management
Major Divisions, functions
Strategic Goals/Plans
Senior Management
(Organization as a whole)
Mission Statement
15. Tactical plans
Designed to help execute
Major strategic plans
Accomplish specific
Part of the
Company strategy
Tactical Goals
Defines the outcomes
That major divisions
and departments must
Achieve in order for
The organization to
Meet its overall
goals
16. Operational Goal
Specific, measurable results
expected from departments
work groups and
individuals within
the organization
Operations Plans
Developed at the lower level
of organization that specify
action steps towards
achieving operational goals
and supports tactical
planning activities
18. Vision
Manila Doctors Hospital
Leading center of excellence and
wellness in the Philippines providing
holistic quality patient care
Gives a picture of what an organization wants to be;
Serves as a guiding light for managers, employees, and
others in bringing about change;
Creates a sense of enthusiasm;
INSPIRING
19. MISSION
Manila Doctors Hospital
To operate a world class hospital.
To undertake training and research programs to
continually improve quality services.
To pursue corporate social responsibility programs.
what we stand for;
who are our primary clients/beneficiaries
what are the unique products/services that our organization
can offer our clients?
what activities are we in? What will become of us 5 years
from now?
what are our basic values?
what are the key performance objectives such growth by
which we measure our success?
20. Goal
specific thrust or emphasis
that an organization takes within a
particular time and space in order to live its
mission and thus eventually attain its
vision
expressed in non-behavioral terms and start
with TO …….
Example: know, realize, appreciate
22. Objectives
Manila Doctors Hospital
1. To provide health care services that meet
the needs of Manila Doctors Hospital’s
clients or customers; all pertinent
statutory and regulatory requirements;
and the expectations of MDH Top
Management.
23. Objectives
Manila Doctors Hospital
2. To conduct training programs that will
continually improve services.
3. To conduct researches that will continually
improve services.
4. To provide competent staff at all times.
24. Objectives
Manila Doctors Hospital
5.To establish and continually improve a
quality management system.
6.To provide corporate social
responsibility programs for the
underprivileged and underserved in
the community.
27. I. To build the best private general
hospital with specialty units.
II. To ensure customer satisfaction
through efficient quality service.
28. III. To strengthen financial viability
and sustainability.
IV. To develop an organization
structure responsive to current
and emerging needs.
29. V. To develop social service
programs in order to enhance the
social responsibility of the
institution by strengthening and
systematizing the social services
and community outreach programs.
30. VI. To strengthen and innovate
research programs.
VII. To strengthen human
resources.
31. VIII. To evaluate and enhance
current pastoral program.
IX. To develop Manila Doctors
College in terms of registration and
courses.
32. Strategic Planning for Hospital
Other Input / Info Needed
Health-care Industry
Hospital Financial Sustainability
Financial Management
35. Health Care Industry
Elements:
–Health care services
–Suppliers for the health care services
–Users of the health care services
–Logistics for the health care services – suppliers and
users
–Factors affecting all of the above – such as demand,
supply, regulations, sustainability, etc.
36. Health Care Industry
For a physician-to-be
for a physician-manager-to-be
for a physician who will establish a private medical practice
after graduation
for a physician who will be administrators of health care
programs and organizations
it will be helpful to have an overview of the health care
industry.
Knowledge of such will be useful in the planning of the
physician in any of the above roles.
37. Health Care Industry
What is a health care service?
It is a service intended for the
prevention, treatment, and management of illness and
the preservation of mental and physical well-being
of human beings.
38. Health Care Industry
What are different types of health care?
Personal /private health care – benefits only the user of the
service directly. Most of curative care will be in this category.
Public health care – benefits the community as a whole,
whether or not they are conscious user of the service. For e
xample, spraying for mosquito control benefits the entire co
mmunity
39. Health Care Industry
Who are the suppliers of the health care services?
Physicians, nurses, and allied health professional providers.
40. Health Care Industry
Who are the users of the health care services?
Direct users – persons in immediate need of health care
services.
Indirect users – people or organizations providing the pre-
need and in-need health services of their clients, staff, and
loved ones.
41. Health Care Industry
What are the logistics involved in providing health care
services?
•Cost in establishing an infrastructure for the health care
services.
•Cost in providing health care professionals in health care
organizations.
•Cost in delivering the health care services.
•Cost in marketing the health care services.
42. Health Care Industry
What are the logistics involved in acquiring health care
services?
Direct users pay for the cost of the health care services.
Indirect users pay for the cost of the health care services.
43. Health Care Industry
What are the usual sources of funds for health care services?
Direct users
Health insurances
Government thru taxes and other funds
44. Health Care Industry
What are the factors affecting all of the above?
•Demands – amount of users (number of people in need of
health care services; number of people who can afford; etc.)
•Supply – amount of health care providers (physicians,
nurses, and allied medical professionals)
•Accrediting and regulatory bodies such as Department of
Health and PhilHealth; BIR (taxes)
•Competition
•Sustainability
46. Hospital Financial Sustainability Model
Clients
Clients
Clients
Utilization
of hospital
services
Financial
Sustainability
Health
care
system
MD
Hospital
Input Thruput Output Impact
Walk-
in
48. Requisites for attaining factors that will lead to sustainability
Financial
Sustainability
QMS
“Good” MDs
Hospital
HCS
Right No.
Patronizing MDs
Strong Patient Following
Training for QMS
ISO 9001 Certification
PhilHealth Benchbook
Joint Commission
International (JCI)
Requisites
49. Requisites for attaining factors that will lead to sustainability
Financial
Sustainability
QMS
“Good” MDs
Hospital
HCS
Right No.
Patronizing MDs
Strong Patient Following
Requisites
Professional Competency
Spend most of the time in
the hospital
Affiliated with one or few
hospitals
Love/like the hospital
Recruitment/Attraction
50. Hospital Financial Sustainability Model
Financial
Sustainability
QMS
“Good” MDs
Hospital
HCS
Right No.
Patronizing MDs
Strong Patient Following
Training for QMS
ISO 9001 Certification
PhilHealth Benchbook
Joint Commission
International (JCI)
Requisites
Professional Competency
Spend most of the time in
the hospital
Affiliated with one or few
hospitals
Love/like the hospital
Recruitment/Attraction
51. Spend most of the time
in the hospital
Affiliated with one or
few hospitals
Love/like the hospital
Attraction
Opportunity for
•Occupational
contentment
•Teaching - med school
•Research
•Administration
Attractions for making MDH
a second home
Strategies for MDs
52. No. of MDs
No. / specializations
No. holding clinic at
least 3x/wk
No. holding clinic
more than 3 hrs/day
No. of MDs with 48
admissions/yr
200+
more
needed
70%
40%
50%
500+
Increased
90%
90%
90%
Present Target
Sample
Considerations in the Planning for Recruitment/Attraction of MDs
54. Control vacant
offices
Create spaces in the
present MD offices
Allow more
MDs to hold
office
Attract Screen Recruit
No more stocks or
assigned stocks
Performance - Financial Sustainability
58. Financial Management
For a physician-to-be
for a physician-manager-to-be
for a physician who will establish a private medical
practice after graduation
for a physician who will be administrators of health
care programs and organizations
it will be helpful to have an overview of the financial
management system.
Knowledge of such will be useful in the planning of
the physician in any of the above roles.
.
59. The Financial Management Plan
Goal:
To ensure financial sustainability and
stability
through effective and efficient utilization
of monetary funds.
60. The Financial Management Plan
General objective:
To effect a sound management of
monetary resources in support of
organizational goals.
61. The Financial Management Plan
Evaluation parameters and criteria:
Sound management of monetary
resources
Positive income
No undue losses
62. The Financial Management Plan
Strategies:
Accounting System
Cost Management
Asset Management
Account Receivables
Budgeting
63. The Financial Management Plan
Strategies:
Accounting System
a bookkeeping system which tracks the money coming
in vs. going out.
64. The Financial Management Plan
Strategies:
Cost Management
the process whereby companies use cost accounting
to report or control the various costs of doing
business.
65. The Financial Management Plan
Strategies:
Asset Management
the management of the financial assets of
a company in order to maximize return.
66. The Financial Management Plan
Strategies:
Account Receivables
the money that is owed to a company for
goods and services it has provided to
customers on credit.
67. The Financial Management Plan
Strategies:
Budgeting
the activity of predicting how much
money the organization will spend during
a specified period.
68. The Financial Management Plan
Monitoring Reports:
Financial Statement
Income Statement
Balance Sheet
Cash Flow
69. The Financial Management Plan
Monitoring Reports:
Financial Statement
A written report which quantitatively describes
the financial health of a company.
Includes an income statement, a balance sheet,
and often also includes a cash flow statement.
Usually compiled on a quarterly and annual
basis.
70. The Financial Management Plan
Monitoring Reports:
Income Statement
An accounting of sales,
expenses, and net profit for a
given period.
71. The Financial Management Plan
Monitoring Reports:
Balance Sheet
A quantitative summary of a company's
financial condition at a specific point in time,
including assets, liabilities and net worth.
The first part of a balance sheet shows all the
productive assets a company owns, and the
second part shows all the financing methods
(such as liabilities and shareholders' equity).
Also called statement of condition.
73. The Financial Management Plan
Monitoring Reports:
Cash Flow
A measure of a company's
financial health.
Equals cash receipts minus cash
payments over a given period of time;
or equivalently, net profit plus amounts
charged off for depreciation, depletion,
and amortization.
74. Budget
A quantitative expression of a plan of action,
specifically, a business plan with expression of
goals and objectives in the short term.
It is usually stated in monetary terms and cover a
period of one year.
It is an integral part of the overall management
control process of an organization.
75. Objectives of Budgetary Programs
To provide a written expression, in quantitative
terms, of the policies and plans of the unit
To provide a basis for the evaluation of financial
performance in accordance with the plans
To provide a useful tool for the control of costs
To create cost awareness throughout the
organization
76. Purpose of Budget Making in Departments
To determine the annual logistic requirements of the
departments in achieving their annual objectives.
(Note: this assumes that there must be preset
rationalized, specific, tangible, and achievable
annual department objectives before the logistic
needs are calculated.)
77. Purpose of Budget Making in Departments
To determine the annual logistic requirements of the
departments in achieving their annual objectives.
This budget will be used as a guide in governance,
in rational spending according to directions and
purpose, not only by the managers of the
departments as well as by the hospital
administration.
78. Annual departmental business action plan as
basis for budget proposal
The business action plan of the department for the
incoming year should serve as a basis for the
budget proposal for the incoming year.
The business action plan and performance results of
the department for the previous year(s) should
serve as a reference and basis for the incoming
management action plan and budget proposals.
79. Annual departmental business action plan as
basis for budget proposal
Thus, before the proposed budgets are put in, each
department must have a business action plan for
the incoming year as well as business action plan
and performance results in the previous year(s)
and the current year to date.
80. How to make a business action plan
Key Target
Areas
Performance
Objectives
Programs /
projects /
activities/needs
Proposed
budget
Health Service
Development
Health Care
Delivery
Services
Training
Research
Others
Editor's Notes
At the tip of the goal hierarchy is the mission – the organization’s reason for existence. The mission describes the organization’s values, aspirations and reason for being. The content of mission statement often focuses on the market and customers and identifies the desired field of endeavor. Mission statement often reveals the company’s philosophy as well as purpose.
Strategic Goals – broad statements that describes where the organization wants to be in the future.
Strategic Plans – define the action steps by which the company intends to attend the strategic goals. The strategic plan is the blueprint that defines the organizational activities and resource allocations - in the form of cash, personnel, space, and facilities required for meeting the targets. The purpose of the strategic plan is to turn organizational goals into realities within the given time period.
Tactical goals – apply to middle management and describe what major sub units must do in order for the organization to achieve its overall goal.
Tactical plans – define what the major departments and organizational subunits will do to implement the overall strategic plans. Tactical have typically shorter time horizon than strategic plans.
Operational goals – refers to specific result expected from each department, workgroup and individuals.
Operational Plans – specify action steps toward achieving operational goals and to support tactical plans.