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Biomedical subjects

M Beyers

Publications and source records attributed to M Beyers.

At least 73 records · Page 4Linked to original sources
PubMed1992

New-wave nursing: back to the basics?

The experience of nurse leaders in a multi-institutional system from the initial stages of deliberation to the concluding consensus to commit to an extensive restructuring project is described in this article. Significant factors in evaluating the potential for success or failure of such a project are described, and the impact of restructuring on nursing practice is considered. Change is inevitable; restructuring is an appropriate way to accomplish change, and leadership may direct the change to create something new while also preserving nursing's strengths.

Humans↗
PubMed1989

The use of a monoclonal antibody against alpha-fetoprotein for the radioimmunodetection of hepatocellular carcinoma.

The purpose of this study was to investigate the use of a radiolabeled mouse monoclonal antibody (and its F(ab')2 fragment) against alpha-fetoprotein in the scintigraphic diagnosis of hepatocellular carcinoma. Twenty-six southern African Blacks and one Caucasian with hepatocellular carcinoma and four patients with other malignant tumors of the liver were studied. Although six hepatocellular carcinomas appeared to selectively concentrate alpha-fetoprotein antibody, one of these tumors was not producing alpha-fetoprotein. Moreover, in another 18 patients with alpha-fetoprotein-producing hepatocellular carcinomas, uptake of alpha-fetoprotein antibody was at best only equal to that in nontumorous hepatic tissue, and three hepatocellular carcinomas that were not producing alpha-fetoprotein concentrated the antibody to the same extent as did the alpha-fetoprotein-producing tumors and hepatic tissue. All four tumors other than hepatocellular carcinoma concentrated alpha-fetoprotein antibody as well as did hepatic tissue. These findings suggest that the penetration of hepatocellular carcinomas by alpha-fetoprotein antibody is a passive and nonselective process. This conclusion is supported by an in vitro study in which a non-alpha-fetoprotein-producing hepatic metastasis took up as much radiolabeled alpha-fetoprotein antibody as did three of four alpha-fetoprotein-producing hepatocellular carcinomas. A likely explanation for the failure of alpha-fetoprotein monoclonal antibody to be selectively concentrated by hepatocellular carcinomas is that alpha-fetoprotein is an export protein and is not expressed on the cell membranes of malignant hepatocytes.

Adult↗
PubMed1988

Partners in care.

In the United States, healthcare industry changes are affecting the manner in which hospitals and physicians are paid, the number of acute care beds is dwindling, and hospitals are becoming more efficient using the same or slightly reduced resources. These factors are leading to new methods in healthcare delivery, including the formation of partnerships among physicians, nurses, trustees and administrators. Leaders must not only have certain characteristics, but learn methods of business planning and work with cost centres for budgeting. Partnerships between key disciplines are becoming the bridge to the future.

Delivery of Health Care↗
PubMed1988

Radioiodination of murine anti-alpha-foetoprotein E.9 monoclonal antibody and its F(ab')2 fragment for the diagnosis of hepatocellular carcinoma.

The high incidence of hepatocellular carcinoma amongst certain population groups of Southern Africa made feasible the investigation of a radiolabelled monoclonal anti-alpha-foetoprotein as a radioimmunodiagnostic agent for this disease. This paper reports the preclinical trials with monoclonal anti-alpha-foetoprotein E.9 (anti-AFP) and its F(ab')2 fragment after radiolabelling with 131I. Various radioiodinations were tried. The best results were obtained with the lodogen and Bolton-Hunter methods. 131I from only one of the sources tested gave an 131I-labelled anti-AFP with meaningful immunoreactivity. It was shown by means of gamma-camera scans and monitoring of radioactivity in individual organs that 131I-anti-AFP and the 131I-anti-AFP F(ab')2 fragments did not accumulate abnormally in any organ(s) in healthy animals. The correlation in healthy mice of the biodistribution of 125I human IgG to 131I-anti-AFP, and 125I human IgG to 131I-F(ab')2 was good. Human hepatoma xenografts in athymic mice showed uptake of 131I-anti-AFP and the 131I-F(ab')2 fragment. The uptake of 131I-F(ab')2 was improved by liver background subtraction. There was correlation between circulatory alpha-foetoprotein concentrations and tumour uptake of 131I-F(ab')2 in tumour-bearing athymic mice and a definite relationship was found between tumour size and radiolabelled antibody and the F(ab')2 fragment. After the biological action of the 131I-anti-AFP and the 131I-F(ab')2 fragment was known, sterile pyrogen-free consignments were supplied for clinical trials in humans on a regular basis.

Animals↗
PubMed1988

Quality: the banner of the 1980s.

Quality management is the vehicle for integrating the critical aspects of patient care into nursing service delivery approaches. Predetermined standards for quality, productivity, risk, and cost are correlated in this quality management approach. Information systems facilitate this integration. Nurses must now structure their quality management data elements to accurately reflect nursing practice and relationships of nursing care to the whole.

Health Services Research↗
PubMed1987

Nursing shortage requires lasting solution, not a quick fix.

The current nursing shortage is different from previous ones because downsizing of acute care hospitals, decentralization through service or product line organizational structures, and development of alternative delivery modes have changed both organizations' and health professionals' roles and functions. In today's changing, tightly controlled health care environment, a nursing shortage would be far more serious than previously. Nursing resource planning must take into account the future health care delivery system and concomitant needs for specific numbers and types of nurses. Long-range planning for the nursing shortage must incorporate short-term activities to solve immediate staffing problems within the broader context of strategic change. In the future, attenuated growth of acute care facilities and continued development of care delivery in noninstitutional settings will affect nursing care and change both its clinical and management elements. Planning to meet future requirements for patient care services is focused on four target areas: Ensuring that the nursing staff is qualified for current practice and new services. Developing the nurse's role as patient case manager in the managed health care system. Establishing rewarding careers for nurses in clinical roles, management roles, and other specialized functions. Collaborating with nursing schools in clinical practice, research, and joint ventures. Planning to promote nurses' satisfaction in a variety of organizational settings includes the following: Developing ways to use nursing staff more effectively. Evaluating organizational factors that promote high-quality care. Developing efficient and effective health care teams. Establishing forums for promoting change.

Career Choice↗
PubMed1984

Getting on top of organizational change. Part 2. Trends in nursing service.

Fundamental to all of the trends described in this article is the nurse executive's ability to influence organizational policy and planning. The value of nursing as a clinical practice discipline provides consistency in policy, planning, and goal achievement. Viewing nurses as salaried professionals, establishing organizational structures that foster professional behaviors, and achieving cost-effective quality care all depend on the top nurse executive's effective use of power. In the next and last section of this series, nursing in multihospital systems and corporate structures will be discussed, and these themes will be further developed in relation to corporate planning for change.

Administrative Personnel↗
PubMed1984

Getting on top of organizational change. Part 1. Process and development.

Nurse executives are challenged by many external and internal forces to revitalize and restructure nursing department organization. As goals are set to meet these challenges, the underlying and always present theme of change becomes apparent. To help you become more effective as a change agent, a series of three articles concerning theories of change and organizational development, strategies for organizational change, and the role of the corporate nurse executive is presented. In this first article, the author discusses the process of change, organizational development, and critical functions of nurse executives in dynamic organizations.

Administrative Personnel↗
PubMed1984

Getting on top of organizational change. Part 3. The corporate nurse executive.

Nurse executives are challenged by many external and internal forces to revitalize and restructure nursing department organization. As goals are set to meet these challenges, the underlying and always present theme of change becomes apparent. To help you become more effective as a change agent, a series of three articles concerning theories of change and organizational development, strategies for organizational change, and the role of the nurse administrator is presented. In this final article, the author discusses the emerging role of corporate nurse executives.

Administrative Personnel↗