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Biomedical subjects

D B Dorsey

Publications and source records attributed to D B Dorsey.

At least 19 recordsLinked to original sources
PubMed1991

The pathology of regulation.

Clinical pathology officially began when inquisitive physicians in the nineteenth century sought explanations for the diseases they observed in their patients. The increasing application of the basic sciences to patients required physicians to spend more time and energy in the laboratory than with their patients. Methodology followed new technologic innovations that the profession began to critically review in the late 1940s. Initially, government involvement in laboratories was minimal and supportive. The role of the government evolved over the last decades from a patron of learning to a purchaser of a regulated commodity and paralleled the changing role of the clinical laboratory from medical practice to big business.

History, 19th Century↗
PubMed1989

Evolving concepts of quality in laboratory practice. A historical overview of quality assurance in clinical laboratories.

Early concepts of quality in clinical laboratory services stressed accuracy and precision. In the 1960s voluntary and mandated programs for laboratory accreditation followed. The increasing complexity of laboratory standard setting led to the promulgation of voluntary consensus standards in the 1970s. This was followed by a national reference system to minimize bias among clinical laboratories. The concept of total quality control emphasized that quality assurance must be a way of life for laboratorians, and concerns about growing laboratory volume led to the idea that managing laboratory utilization is also a component of quality assurance. Recent conferences have expanded the concept of laboratory quality to encompass everyone who participates, even remotely, in the provision of services. Now quality is evaluated by how well the patient is served.

Certification↗
PubMed1986

The other health care revolution.

While physicians have been interested participants in the scientific revolution that is transforming the technology of medical care, a social revolution has been changing the way people think about health care, the way they evaluate the services available, and the way they feel about the resources devoted to them. For many years both revolutions sought the same ends, but recently society has begun to object to the cost of health care and question the value of some of our technology. This presentation discusses the following topics: (1) the history of the health care revolutions; (2) forces changing society's perception of health care; (3) society's current perceptions; (4) cost-containment initiatives; (5) factors influencing future changes; (6) provider responses; (7) society's role in health care decisions; and (8) society's social, economic, and ethical challenges.

Aged↗
PubMed1984

Limited autopsies. Defined benefits, limited costs.

Discussions of the autopsy in conferences and the medical literature commonly depict it as a complex, time-consuming, difficult, and expensive procedure that requires sophisticated research techniques and should be performed only in large medical centers in coordination with organized research and teaching programs by teams of pathologists specially trained in this esoteric discipline. Many patients are cared for (and die) in community hospitals where pathologists perform "limited" autopsies that answer questions about the cause of death and the complications of the disease and its treatment and that provide sound data for mortality statistics and quality control. In view of anticipated funding problems, it appears to be desirable to seek such limited information at minimum expense.

Autopsy↗
PubMed1983

Personnel management.

When a pathologist becomes the director of a clinical laboratory, his job description changes, and most of his professional training and experience becomes incidental and largely irrelevant. This article discusses the qualities necessary for effective leadership, the various styles of management popular today, and the tools a manager must develop and use in order to effect a chosen style of management.

Laboratories↗
PubMed1982

Managing laboratory personnel--are you prepared? Part I.

Long a neglected subject, management is increasingly recognized as a tool that allows an organization to function optimally. Because medical schools do not stress management training, the pathologist can encounter problems when immersed for the first time into the field of management. In the first of a two-part article, the author explains how a pathologist's administrative role differs from his role as a physician, reviews briefly the different management styles, and discusses important management tools the laboratory director needs to organize and operate a laboratory.

Hospital Departments↗
PubMed1982

Managing laboratory personnel--are you prepared? Part II.

At the center of the hardware in the clinical laboratory are people, and managing these people can be difficult for the resident who has had no management experience or instruction in management skills. Last month, in the first of the two part article, the author explained how a pathologist's administrative role differs from his role as a physician, reviewed management styles, and discussed management tools the laboratory director needs to organize and operate a laboratory. Here, he focuses on the orientation program for new employees, motivational factors, and the importance of personnel policies, job performance evaluation, counseling and disciplinary action, and proper delegation of responsibilities.

Hospital Departments↗