Hospitals, Teaching
Hospitals, University
Hospitals, General
Hospital Costs
Technology assessment and requirements analysis: a process to facilitate decision making in picture archiving and communications system implementation. (1/31)
In a time of decreasing resources, managers need a tool to manage their resources effectively, support clinical requirements, and replace aging equipment in order to ensure adequate clinical care. To do this successfully, one must be able to perform technology assessment and capital equipment asset management. The lack of a commercial system that adequately performed technology needs assessment and addressed the unique needs of the military led to the development of an in-house Technology Assessment and Requirements Analysis (TARA) program. The TARA is a tool that provides an unbiased review of clinical operations and the resulting capital equipment requirements for military hospitals. The TARA report allows for the development of acquisition strategies for new equipment, enhances personnel management, and improves and streamlines clinical operations and processes. (+info)A modelization of the task allocation problem for prescribing activity in an ICU. (2/31)
The improvement of coordination between Health Care Professionals belonging different specialities and who are extremely mobile, is a crucial problem in Medicine. A workflow System is one example of the new informatics tools which facilitate the transfer of information and responsibility between health care providers. Medical informatics systems in particular should be reactive enough to cope with the flexibility of real work situations: in this paper, we present the task allocation problem. We distinguish between the workflow control process and the notifying process, which concerns the sharing out of the tasks between the actors concerned. We focus on the impact of strategies of notification on the progress of coordinated work. We propose a simulator to model and study the different ways of sharing tasks between actors in an Intensive Care Unit's activity of prescription. (+info)Management matters: the link between hospital organisation and quality of patient care. (3/31)
Some hospital trusts and health authorities consistently outperform others on different dimensions of performance. Why? There is some evidence that "management matters", as well as the combined efforts of individual clinicians and teams. However, studies that have been conducted on the link between the organisation and management of services and quality of patient care can be criticised both theoretically and methodologically. A larger, and arguably more rigorous, body of work exists on the performance of firms in the private sector, often conducted within the disciplines of organisational behaviour or human resource management. Studies in these traditions have focused on the effects of decentralisation, participation, innovative work practices, and "complementarities" on outcome variables such as job satisfaction and performance. The aim of this paper is to identify a number of reviews and research traditions that might bring new ideas into future work on the determinants of hospital performance. Ideally, future research should be more theoretically informed and should use longitudinal rather than cross sectional research designs. The use of statistical methods such as multilevel modelling, which allow for the inclusion of variables at different levels of analysis, would enable estimation of the separate contribution that structure and process make to hospital outcomes. (+info)A comparison of three staff-management procedures. (4/31)
Even though administrators must have effective staff-management procedures to ensure implementation of desired programs, many traditional staff-management proceudres remain unevaluated. This study investigated the effectiveness of three such procedures. The administrator of an institution for the retarded (1) sent a memo instructing all staff to lead daily recreational activities, (2) sponsored a workshop teaching staff to lead such activities, and (3) assigned staff activity leaders and provided performance feedback to staff by publicly posting the daily average number of active residents on each ward. Neither the memo nor the workshops motivated staff to lead activities, but after staff were scheduled to lead such activities and given performance feedback, the average daily number of residents engaged in activities on four wards for 95 retarded persons increased from seven to 32. The administration of this facility has adopted similar procedures to maintain such activities on all wards. (+info)THE PLANNING AND OPERATION OF AN INTENSIVE CARE UNIT. (5/31)
It is desirable that every hospital of 100 beds or more should have an intensive care unit. An attempt is made to outline the more important features to be considered, including the physical aspects, when planning and establishing such a unit. The unit should contain 2-4% of the total number of hospital beds. It should be separate, centrally located and self-contained. Direct observation of all patients must be possible at all times. Efficient and specially trained personnel using modern and special equipment are required. Orientation lectures and demonstrations must be carried out frequently and regularly. The types of patients to be admitted to the unit are discussed, as well as the governing rules and regulations. All doctors should have a right to admit and look after their own patients in the unit; an Intensive Care Unit Committee made up of representatives of the major services is suggested as a means of controlling admissions and discharges and for general administration. (+info)Hospital planning for acts of terrorism and other public health emergencies involving children. (6/31)
In today's world the increased potential of terrorist attacks places unique burdens and consequences on health care workers. Hospitals and hospital personnel must now be prepared to react immediately to such events. They must also implement, in advance, policies to protect their own health care personnel while providing care to victims. In this review, we discuss the four major forms of mass casualty terrorism (biological, chemical, nuclear, and thermomechanical) including clinical signs and symptoms for each, the impact on health care personnel, and special considerations for children. We will then outline key principles of hospital preparation with regard to paediatrics in anticipation of such emergencies. (+info)Hospitals' responses to nurse staffing shortages. (7/31)
Hospitals have used a mix of short-term and long-term strategies to deal with nurse shortages, particularly efforts emphasizing nurse education, competitive compensation, and temporary staff. Interviews with health care leaders from Round Five of the Community Tracking Study indicate that these activities, in conjunction with other factors, have assisted in reducing shortages of hospital nurses. However, hospitals' actions have increased costs and raised concerns about their potential impact on patient care. Additionally, a large degree of doubt exists among hospitals about their ability to meet future nursing needs. (+info)Team climate, intention to leave and turnover among hospital employees: prospective cohort study. (8/31)
BACKGROUND: In hospitals, the costs of employee turnover are substantial and intentions to leave among staff may manifest as lowered performance. We examined whether team climate, as indicated by clear and shared goals, participation, task orientation and support for innovation, predicts intention to leave the job and actual turnover among hospital employees. METHODS: Prospective study with baseline and follow-up surveys (2-4 years apart). The participants were 6,441 (785 men, 5,656 women) hospital employees under the age of 55 at the time of follow-up survey. Logistic regression with generalized estimating equations was used as an analysis method to include both individual and work unit level predictors in the models. RESULTS: Among stayers with no intention to leave at baseline, lower self-reported team climate predicted higher likelihood of having intentions to leave at follow-up (odds ratio per 1 standard deviation decrease in team climate was 1.6, 95% confidence interval 1.4-1.8). Lower co-worker assessed team climate at follow-up was also association with such intentions (odds ratio 1.8, 95% confidence interval 1.4-2.4). Among all participants, the likelihood of actually quitting the job was higher for those with poor self-reported team climate at baseline. This association disappeared after adjustment for intention to leave at baseline suggesting that such intentions may explain the greater turnover rate among employees with low team climate. CONCLUSION: Improving team climate may reduce intentions to leave and turnover among hospital employees. (+info)Veterans hospitals, also known as Veterans Administration (VA) hospitals, are healthcare facilities provided by the US Department of Veterans Affairs. These hospitals offer comprehensive medical care, including inpatient and outpatient services, to eligible veterans. The services offered include surgery, mental health counseling, rehabilitation, long-term care, and other specialized treatments. The mission of veterans hospitals is to provide high-quality healthcare to those who have served in the US military.
I'm sorry for any confusion, but "Library Administration" is not a medical term or concept. It refers to the management and oversight of libraries, including planning and policy-making, resource allocation, staff management, and service delivery. If you have a question about a medical topic, please provide more details so I can try to help you.
I'm sorry for any confusion, but "Personnel Management" and "medical definition" are two separate concepts that don't typically intersect.
Personnel management is a function of management concerned with hiring, training, developing, compensating, and motivating employees, as well as maintaining appropriate records and ensuring legal compliance. It's a crucial aspect of human resource management in any organization, including healthcare institutions.
However, if you're looking for a medical term related to the management of personnel in a healthcare setting, you might consider "Healthcare Human Resources Management" or "Clinical Workforce Management." These terms refer to the specific application of personnel management principles and practices within the context of healthcare organizations.
'Personnel Administration in a hospital setting' refers to the management and oversight of the hospital's workforce, including hiring, training, evaluating, promoting, and compensating employees. It also involves ensuring compliance with labor laws and regulations, managing employee benefits and relations, and creating policies and procedures that promote a positive and productive work environment. The ultimate goal of personnel administration in a hospital is to recruit, retain, and develop a highly qualified and motivated staff that can provide high-quality patient care and contribute to the hospital's mission and goals.
I apologize for any confusion, but "Military Personnel" is not a medical term. It refers to individuals who serve in the military forces of a country, including the Army, Navy, Air Force, Marine Corps, and Coast Guard. Medical terms typically refer to specific conditions, diagnoses, treatments, or anatomical features related to healthcare. If you have any questions about medical terminology or concepts, I would be happy to help clarify!
A "Teaching Hospital" is a healthcare institution that provides medical education and training to future healthcare professionals, such as medical students, residents, and fellows. These hospitals are often affiliated with medical schools or universities and have a strong focus on research and innovation in addition to patient care. They typically have a larger staff of specialized doctors and medical professionals who can provide comprehensive care for complex and rare medical conditions. Teaching hospitals also serve as important resources for their communities, providing access to advanced medical treatments and contributing to the development of new healthcare technologies and practices.
'Hospital Personnel' is a general term that refers to all individuals who are employed by or provide services on behalf of a hospital. This can include, but is not limited to:
1. Healthcare professionals such as doctors, nurses, pharmacists, therapists, and technicians.
2. Administrative staff who manage the hospital's operations, including human resources, finance, and management.
3. Support services personnel such as maintenance workers, food service workers, housekeeping staff, and volunteers.
4. Medical students, interns, and trainees who are gaining clinical experience in the hospital setting.
All of these individuals play a critical role in ensuring that the hospital runs smoothly and provides high-quality care to its patients.
Oral administration is a route of giving medications or other substances by mouth. This can be in the form of tablets, capsules, liquids, pastes, or other forms that can be swallowed. Once ingested, the substance is absorbed through the gastrointestinal tract and enters the bloodstream to reach its intended target site in the body. Oral administration is a common and convenient route of medication delivery, but it may not be appropriate for all substances or in certain situations, such as when rapid onset of action is required or when the patient has difficulty swallowing.
A "University Hospital" is a type of hospital that is often affiliated with a medical school or university. These hospitals serve as major teaching institutions where medical students, residents, and fellows receive their training and education. They are equipped with advanced medical technology and resources to provide specialized and tertiary care services. University hospitals also conduct research and clinical trials to advance medical knowledge and practices. Additionally, they often treat complex and rare cases and provide a wide range of medical services to the community.
A "General Hospital" is a type of hospital that provides a broad range of medical and surgical services to a diverse patient population. It typically offers general medical care, emergency services, intensive care, diagnostic services (such as laboratory testing and imaging), and inpatient and outpatient surgical services. General hospitals may also have specialized departments or units for specific medical conditions or populations, such as pediatrics, obstetrics and gynecology, geriatrics, oncology, and mental health. They are usually staffed by a variety of healthcare professionals, including physicians, nurses, pharmacists, therapists, and support personnel. General hospitals can be found in both urban and rural areas and may be operated by governmental, non-profit, or for-profit organizations.
Hospital costs are the total amount of money that is expended by a hospital to provide medical and healthcare services to patients. These costs can include expenses related to:
* Hospital staff salaries and benefits
* Supplies, such as medications, medical devices, and surgical equipment
* Utilities, such as electricity, water, and heating
* Facility maintenance and renovation
* Equipment maintenance and purchase
* Administrative costs, such as billing and insurance processing
Hospital costs can also be classified into fixed and variable costs. Fixed costs are those that do not change with the volume of services provided, such as rent or depreciation of equipment. Variable costs are those that change with the volume of services provided, such as supplies and medications.
It's important to note that hospital costs can vary widely depending on factors such as the complexity of care provided, the geographic location of the hospital, and the patient population served. Additionally, hospital costs may not always align with charges or payments for healthcare services, which can be influenced by factors such as negotiated rates with insurance companies and government reimbursement policies.
'Hospital Nursing Staff' refers to the group of healthcare professionals who are licensed and trained to provide nursing care to patients in a hospital setting. They work under the direction of a nurse manager or director and collaborate with an interdisciplinary team of healthcare providers, including physicians, therapists, social workers, and other support staff.
Hospital nursing staff can include registered nurses (RNs), licensed practical nurses (LPNs) or vocational nurses (LVNs), and unlicensed assistive personnel (UAPs) such as nursing assistants, orderlies, and patient care technicians. Their responsibilities may vary depending on their role and the needs of the patients, but they typically include:
* Administering medications and treatments prescribed by physicians
* Monitoring patients' vital signs and overall condition
* Providing emotional support and education to patients and their families
* Assisting with activities of daily living such as bathing, dressing, and grooming
* Documenting patient care and progress in medical records
* Collaborating with other healthcare professionals to develop and implement individualized care plans.
Hospital nursing staff play a critical role in ensuring the safety, comfort, and well-being of hospitalized patients, and they are essential members of the healthcare team.
"Urban hospitals" is not a medical term per se, but rather a term that describes the location and setting of healthcare facilities. In this context, "urban" refers to densely populated cities or built-up areas, as opposed to rural or suburban regions. Therefore, urban hospitals are medical institutions located in or near urban centers, serving large populations and typically providing a wide range of specialized services.
These hospitals often have more resources, advanced technology, and subspecialties compared to their rural counterparts due to the higher patient volume and financial support they receive. They also tend to be teaching hospitals affiliated with medical schools and research institutions, contributing significantly to medical education, innovation, and clinical trials.
However, it is important to note that urban hospitals may face unique challenges in providing care, such as serving diverse populations with varying socioeconomic backgrounds, addressing health disparities, managing high patient volumes, and dealing with issues related to overcrowding and resource allocation.
Hospital economics refers to the study and application of economic principles and concepts in the management and operation of hospitals and healthcare organizations. This field examines issues such as cost containment, resource allocation, financial management, reimbursement systems, and strategic planning. The goal of hospital economics is to improve the efficiency and effectiveness of hospital operations while maintaining high-quality patient care. It involves understanding and analyzing various economic factors that affect hospitals, including government regulations, market forces, technological advancements, and societal values. Hospital economists may work in a variety of settings, including hospitals, consulting firms, academic institutions, and government agencies.
The Park Centre for Mental Health