PubMed Health⌕ Search

SEARCH · PubMed Health

Results for “Models, Organizational”

Explore indexed PubMed citations for clinical trials, systematic reviews and public health research. Read source abstracts and follow each citation to its original PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 235 records · Page 13Linked to original sources
PubMed1990

[Arterial hypertension unit in the health area].

For several decades the study of hypertension has been the subject of special attention in the arterial hypertension units and there has been a continuous search for different organizational models in order to improve diagnostic and therapeutic efficiency. The duty assigned to the cardiologist in each health area, according to the new model regulated by the Spanish health authority, and as a result of new scientific developments, convert him into a principal health agent in the fields of hypertension and risk factors. According to our organizational scheme the treatment of the hypertensive patient is undertaken in the preventive cardiology outpatient unit in conjunction with other hospital medical branches and the Family physician. This is backed up by a nursing team that selects the patients on entrance and carries out routine post-therapy.

Cardiac Care Facilities↗
PubMed2003

Practical clinical behavioral treatment of obesity.

The objective was to create a method/model that works in practical clinical treatment for health care personnel as well as for the patients, to educate and supervise health care staff according to this model and to initiate long-term treatment of obese patients in a health care setting. The hypothesis was that it is possible to successfully initiate behavior-modified treatment in the form of a structured treatment program as a method and a tool adapted to use in health care. The aim of this article is to describe an extensive structural cognitive behavioral treatment program for patients. The treatment program is documented in a handbook for supervisors and a self-monitoring book for patients. This handbook is used in the education of the health care personnel and supports the supervisor in the clinical work with the patients. The main purpose of all individual or group treatment is to bring about reduction of body weight or weight control. To obtain weight control through lifestyle changes a balance has to be found between eating behavior, physical activity and body weight control. To reach this kind of balance it is important to have treatment programs where the aim and goals are clearly declared. The structure and the content of the program shall motivate and create interest for changes in the overweight person's behavior. This treatment program includes a schematic survey and an example of a structured treatment program. Over the last few years, 850 nurses, dietitians and other health care personnel have been educated, representing 400 primary health care centers and hospitals within Sweden. Overall these participants find their education and supervision meaningful and valuable.

Clinical Competence↗
PubMed2006

The Fountain House movement, an alternative rehabilitation model for people with mental health problems, members' descriptions of what works.

The clubhouse model is a method of rehabilitation where people suffering from mental health problems organise themselves in order to create change in their lives. Work is considered the main tool of rehabilitation within the clubhouse. The aim of the study was to explore the members' perception of the rehabilitation process. The study was participant oriented, which means that a group of members conducted the study in co-operation with the researcher. The study was explorative and research data were collected in a variety of ways including detailed notes, flipcharts, taped interviews and cognitive maps. As for ethical considerations, the members were guaranteed anonymity, voluntary participation and confidentiality in various ways. As a model of rehabilitation Göteborgsfontänen demonstrates a particular thematic subculture that has the goal of creating links between people that are characterised by mutual trust, habits of co-operation, solidarity and responsibilities undertaken voluntarily. Three keystones on which the thematic subculture rests were identified: meaningful relationships, meaningful work tasks and a supportive environment. The member must, in the first place, internalise the ideology as well as view differences between people as a resource rather than an obstacle. This was experienced as a turning point. The work-ordered day functioned as a framework and a resource for members and staff to work intensively with relationships. Some members experienced their membership as too intense at times which could result in a temporary withdrawal. A limitation of the study is that only members who experienced a turning point were involved in the study. This means that the data may lack some critical views of the ideology of the clubhouse.

Attitude to Health↗
PubMed1998

A model for achieving total quality-management information technology infrastructure within an integrated delivery system.

The strategic development and deployment of a health management information technology infrastructure is discussed from two perspectives for radiologists and for other medical technologists: the integrated delivery system (IDS) perspective and a total quality-management (TQM) perspective. On the one hand, an IDS perspective is important because of the need to prepare radiologists and other medical practitioners to thrive within rapidly changing health organizational models and evolving health service delivery partnership systems. On the other, a TQM perspective is important due to the need to realize an appropriate, efficient, and cost-effective health information infrastructure for developing seamless, integrated radiological and other medical imaging services. Apart from intelligently pursuing an aligned organizational business strategy with the organizational information system strategy, senior radiological managers and medical technologists of health organizations need to pay particular attention to key quality principles for effecting changes in organizational structures and processes to fit changes in information technological requirements, implementations, and innovations.

Computer Communication Networks↗
PubMed1985

Hospice in the United States. Multiple models and varied programs.

This article has reviewed the evolution of hospice care as a discrete cluster of services in the United States from the mid-1960s until the early 1980s. It describes the psychosocial conditions produced by the dominance of cure-oriented medical technology in the medical care system and the reaction to them that hospice programs have come to express. The 6 major organizational models and their minor variations have been described, as were sources and methods of reimbursement until the implementation of the Medicare Hospice Benefit. Finally, the emergence of standards of care for this new service were outlined and the development of the JCAH Hospice Standards and Accreditation mechanism was emphasized.

Community Health Services↗
PubMed2000

The changing face of local public health: a case example.

Local public health agencies are looking for new ways to position themselves within the rapidly changing health care environment. This article provides background on one community's process for developing an innovative, collaborative organizational model for delivering public health and primary care services. Challenges and opportunities, key stakeholders, and transition issues are highlighted.

Delivery of Health Care↗
PubMed1975

Preliminary proceedings for a model experiment to be carried out in order to investigate the establishing of geriatric districts in Hungary.

The authors review the theoretical and practical experiences on the basis of what it was deemed necessary to try out the function of geriatric districts in a model experiment. We are made acquainted with Püspökladány, a large community chosen for the scene of their experiment, with the preliminary work and with the entire process of their planned experiment. They describe the method of the 1 year's basic survey which began in June 1972 and the new organizational model of the health care of the population which came into force in the second half of 1973.

Aged↗
PubMedDate not supplied

Theory, quality, and economy: a winning combination.

To meet quality and cost outcomes, a psychiatric hospital used a combination of strategies based on leadership and system theories. Leadership approaches included credibility, vision, positive self-regard, and communication. Systems initiatives included using reinforcing and balancing feedback loops and shifting the burden structures. This integration of theory, quality, and economy proved to be a winning combination.

Chicago↗
PubMedDate not supplied

Improving patient safety with team coordination: challenges and strategies of implementation.

The health care environment presents significant risk of errors leading to patient injury and harm. One method to promote patient safety involves improving team coordination. The MedTeams training program, a nationally funded research project, provided the framework for team training in several labor and delivery units in the United States. Many challenges were confronted when team training was implemented. Based on these experiences, specific strategies to ensure the success of team training are discussed.

Attitude of Health Personnel↗
PubMed2004

Specialist general practitioners and diabetes clinics in primary care: a qualitative and descriptive evaluation.

AIMS: The aim of this study was to evaluate an innovative approach to the provision of primary care-based diabetes services in Bradford, UK. The service model differs from others in comprising 19 clinics which offer a specialist service, intermediate between primary and secondary care, to all patients within the Bradford area. METHODS: The study included: analysis of referral, attendance and register data; questionnaires to general practitioners (GPs) and specialist clinic providers; qualitative interviews with clinic and other professional staff and patients; and an economic analysis. RESULTS: The 19 clinics adopt a range of organizational models. In the first 3 1/2 years, 2415 patients were referred. There was a significant reduction in out-patient attendances at hospital, but also a significant increase in overall patient attendances. Specialist clinic patients differed from hospital patients in being older and having had diabetes for longer since diagnosis. Ten of the 14 clinics run by practising GPs attracted more referrals from within their practices than from outside. GPs and patients across the city believed the clinics were valuable, the main benefits being geographical accessibility, availability of specialists in a community setting, short waiting times for first appointments at most clinics, and continuity of staff. Their reservations included a lack of strategic planning in the location of clinics, long waiting times at some clinics, and poor communication at some clinics with referring GPs. The cost of the primary care clinics is similar to hospital clinics. CONCLUSIONS: This model of specialist primary care services offers an opportunity to develop diabetes services that are convenient to patients, popular with practitioners, and increase capacity. However, the shortcomings as well as the advantages of the model need to be addressed if it is to be implemented elsewhere or for other patient groups.

Adult↗
PubMed2000

Is vertical integration adding value to health systems?

Vertical integration is a concept used by health systems when attempting to achieve economies of scale, greater coordination of services, and improved market penetration. This article focuses on the actual outcomes of utilizing vertical integration in the health field and then compares these findings with those reported in other industries. This analysis concludes that this organizational model does not work particularly well in the health industry, as illustrated by health alliances' poor fiscal performance when they acquire physician practices or when they start their own HMO plans.

Delivery of Health Care, Integrated↗
PubMed2007

Non-patient factors related to rates of ruptured appendicitis.

BACKGROUND: Adult rates of ruptured appendicitis vary from 13.2 to 41.9 per cent in urban hospitals, despite controlling for individual factors. This suggests an effect of hospital organization. Surgeons report that appendicectomies may be delayed because of lack of access to operating rooms. METHODS: Combining interviews with hospital personnel and information from medical records for 1998-1999, a cross-sectional study using logistic regression, taking hospital clustering of patients into account, was conducted on 861 patients from 12 hospitals. Hospitals were grouped into organizational models. The diagnostic information was recoded to ensure interhospital validity. RESULTS: Hospitals with high activity and volumes of patients, but without an operating room designated for urgent surgery, were associated with a significantly higher risk of peritonitis (P<0.050). Time to surgery was very long in all hospitals, particularly time after departure from the emergency department and for elderly patients. CONCLUSION: Organizational characteristics, in unfavourable combinations, influence the course of time-dependent diseases such as appendicitis. Difficulties in gaining access to operating rooms, even for urgent operations, have emerged. Delays in treatment must be addressed when planning healthcare reforms.

Adolescent↗
PubMedDate not supplied

Meeting the challenge of developing courses for distance delivery: two different models for course development.

Nursing education is increasingly challenged to convert traditional course offerings to distance delivery modalities to accommodate practicing RNs who wish to pursue continuing education. There is a lack of understanding regarding the experiences of faculty and staff from other departments within the university in the development of distance education courses. The purpose of this descriptive study was to uncover the experiences of nursing faculty and members of a university support unit involved in interdisciplinary development of distance delivery courses. Interviews were conducted with 11 participants. Two organizational models were identified. Other issues that emerged in the development of distance delivery courses were: faculty ownership of distance courses; workload implications for faculty; clinical practice by distance; and faculty expertise in new technologies. Implications for incorporating the challenges facing nursing faculty in the 21st century in the development of distance delivery courses are discussed.

Education, Distance↗
PubMed2004

Great Safety Performance: an improvement process using leading indicators.

The Great Safety Performance model uses leading indicators to drive injury prevention and provides a process to improve a company's safety outcomes by maximizing the conditions for safety within the workplace. The model asserts that leaders and workers need to jointly create conditions whereby everyone will know what to do, be able to do it, be equipped to do it, want to do it, and experience interactions that support safe performance in their job duties. These factors are referred to as the conditions for great performance. The Great Safety Performance model can serve as a vehicle to quantify, document, and demonstrate the efforts a company invests to create a safe workplace with safe work practices. By using the Great Safety Performance model, organizations can design and implement a variety of high leverage improvement initiatives specific to their business situations.

Accidents, Occupational↗
PubMed2006

Expanding the scientific basis of health technology assessment: a research agenda for the next decade.

OBJECTIVES: The complexity of health technology assessment (HTA) has increased, in part because of its evolution through three distinct phases: the machine, the clinical outcomes, and the delivery models. However, the theoretical foundation for the field remains underdeveloped. METHODS: It is high time for HTA to bring together aspects of conceptual and theoretical works from other fields to strengthen the foundation of HTA. RESULTS: Many challenges await the further development of HTA. They can be captured around three research themes: adapting HTA to an evolving analysis object; translating HTA results into policy, management, and practice decisions; and evaluating organizational models of HTA. CONCLUSIONS: Consolidating the scientific basis of HTA is essential if we are to succeed in increasing the relevance of HTA in some of the most challenging health-related decisions that we will make as individuals and societies.

Diffusion of Innovation↗