SEARCH · PubMed Health

Results for “Management”

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 523 records · Page 29Linked to original sources

PubMed2005

Management of pikeperch migrating over management areas in a Baltic archipelago area.

Pikeperch Sander lucioperca (L.) were tagged in an area where ten small independent management units regulate fisheries, in order to analyze the relevance of migrations for the management. A total of 465 fishes were tagged in connection with the spawning migration. The number of recaptures was 96. The distribution of recaptures between areas and that of total catches, estimated from questionnaire to housholds and, individuals in the survey area, were correlated. The comparison of tagging and recapture dates showed that the same pikeperch migrated to the spawning areas at the same time in two subsequent years, indicating the existence of individual spawning behavior. A modified yield/recruit-model demonstrated that in situations where the dispersal area of a pikeperch stock overlaps with several management areas, the risk of overfishing is very high. Management of this kind of fisheries needs cooperation between units as well as sound data on the movements of pikeperch to define the effects of fishing regulations.

Animal Migration↗

PubMed1992

Selected management of pancreatic pseudocysts: operative versus expectant management.

BACKGROUND: The aim of this study was to determine if nonoperative, noninterventional expectant management of pancreatic pseudocysts is warranted in selected patients. METHODS: From 1980 to 1985, 114 patients with the diagnosis of pancreatic pseudocyst were evaluated. RESULTS: Forty-six patients underwent primary operative therapy, with 13% undergoing emergency operations for pseudocyst-related complications. Although no operative deaths occurred, significant morbidity occurred in 26% of patients (emergency operations, 67%; elective procedures, 10%). The remaining 68 patients were initially treated selectively with a nonoperative, expectant approach. Severe, life-threatening complications in this group followed up for a mean of 46 months occurred in only 6 patients (9%); 19 patients eventually underwent elective operation directed at either the pseudocyst or other complications related to pancreatitis. Overall, in patients managed by a nonoperative approach, resolution of the pseudocyst occurred in 57% of the 24 patients with satisfactory radiographic follow-up, with 38% resolving more than 6 months after diagnosis. Although patients eventually undergoing operation tended to have larger pancreatic pseudocysts than the patients managed successfully nonoperatively (6.9 vs 4.9 cm), no serious complications occurred in seven patients with pancreatic pseudocysts greater than 10 cm who were treated expectantly. CONCLUSIONS: A nonoperative, noninterventional, expectant approach is warranted in the management of selected patients with pancreatic pseudocysts.

Adolescent↗

PubMed1991

[The laboratory animal management system--an animal housing management data-processing system].

The Laboratory Animal Management System (LAMS) is a flexible, multi-purpose animal house management tool. It has a decentralized structure and was developed using UNIFACE and Oracle-database software. The multiuser LAMS system runs on a Micro-Vax computer and can be accessed from several workstations. LAMS has been designed to manage the following functions: animal study details; animal procurement; book keeping and follow-up; amendments; update of data; inquiries; statistics and numerous additional tasks. LAMS is a user-friendly interactive system which does not allow input of incorrect data and can be operated by staff with very little computer experience. The system fully complies with German legal requirements and is becoming an increasingly important tool for routine management of animal house facilities and animal experimentation.

Animals↗

PubMed1990

[Psychosocial management in medicine: a question of "management bias"?].

It was Roth (1962) who first coined the term "management bias". This term served to brand a pervasive, uncritical identification of the social scientist's perspective in his research projects in medicine, with the problem definition of the medical orderer of research. Instead of unbiased findings he thus tended to affirm administrative categories, Roth argued. I will try to point out that problems like "management bias" are not exclusive to psychosocial science, but they may as well be found in the realm of psychosocial care. The chronically ill became more and more important as a person(ality) during the ongoing process of technical perfection of medical treatment. The intensively, technically supported medical treatment produces within its demands towards the patient and his social context a kind of "human failure", that is, the patient tends to not fulfill the highly demanding treatment tasks. Within psychosocial care, failure will rather be attributed to the personality or family pathology instead of the institutional setting, and in that way the scientific patterns of biased attribution will be repeated, thus revealing "management bias", thus supporting the institution's interest of not being blamed for failure. I'll describe the dynamics of the "management bias" and briefly point out aspects to overcome it.

Bias↗

PubMed1987

Management development: a needs analysis for nurse executives and managers.

Clearly, both the nurse executive and nurse manager roles are becoming more complex. I feel an enthusiasm by the professionals in those positions to pursue development activities that will help them do their jobs better and with less discomfort. Nurse executives obviously know the power of combining knowledge with experience. How do the different leadership and management development needs identified by these NE fit with your organization's needs? What is the content in your leadership and management development programs? Are your programs meeting the real needs of your executive and management-level staff? One way to find out is to do a simple survey. Today, nurse executives are responsible and accountable for challenges we never considered possible, even a few years ago. But along with the new challenges came the flexibility and positive attitudes of NEs to respond to changes and acquire new skills such as cost accounting, computers, or marketing. It's this type of proactive thinking that helps nurse leaders turn problems into opportunities and their situations into success stories.

Administrative Personnel↗

PubMed1984

Managing the professional nurse. Part II. Applying management theory to the challenges.

In Part I of this article, the author reviewed the ideas of some of the major administrative thinkers over the past 30 years. Having set the stage with an overview of current thinking in the general area of management theory, the author here examines some of the specific challenges involved in managing the professional nurse. Often, these problems are unique and the management theorists offer only limited help. In other instances, management theory is directly relevant. The author addresses the following four broad categories that are unique to the profession of nursing: nursing as a female profession, professionalism and the lack of it, stress and burnout, and expectancy congruence.

Administrative Personnel↗

PubMed1994

A model for symptom management. The University of California, San Francisco School of Nursing Symptom Management Faculty Group.

Symptom management is a challenging experience for patients, families and health care professionals. A model for symptom management applicable to symptoms and patient populations in a variety of settings was developed by the Center for Symptom Management faculty of the University of California, San Francisco. The model, focusing on symptom experience, management strategies, and outcomes, was derived from faculty research and practice. The model is applicable to practice and research, and is currently being used in a variety of studies and settings.

Chronic Disease↗

PubMed1996

Preparation for management: an exploratory study to ascertain perceptions of F grade nurses and clinical nurse managers.

This paper reviews relevant literature and discusses the results of a small study designed to investigate how nurses are responding to the changes in the structure of the NHS which have reduced their role in management. The findings suggest that nurses who are currently at F grade level and their clinical nurse managers (CNM) are aware of the need for nurses seeking career progression to participate in education and training programmes related to nursing and management, particularly those which provide recognized qualifications, and that many are currently striving to achieve this. The findings also suggest that nurses want support to enable them to undertake further study, but that due to increasing pressure of work it is becoming more and more difficult for CNMs to provide the level of support they consider helpful. Nurses and CNMs urge those developing courses in management to ensure that courses are flexible to enable varying types of participation and tailoring to individual needs.

Attitude of Health Personnel↗

PubMed1996

SUMA (Supply Management Project), a management tool for post-disaster relief supplies.

Frequently in the wake of disasters, large amounts of humanitarian supplies arrive from multiple sources within the country or from abroad. Only a portion of these donations actually responds to specific requests from the affected country. A significant part consists of unsolicited donations whose value--in terms of meeting immediate, life-threatening needs--is questioned by many disaster managers. In 1990, WHO initiated a supply management project, known as "SUMA", to provide national authorities with a management tool and the skills to sort and inventory large amounts of relief supplies in a short period of time. It is a technical cooperation programme to assist the local coordinating agency to get an accurate picture of what is potentially available in the affected area, and to sort the most valuable relief items from those of doubtful usefulness. National authorities have developed their SUMA teams in many situations, both in Latin America and the Caribbean; this article describes three of these experiences. A flood in Costa Rica, in 1995, where the Red Cross assumed national responsibility for managing relief supplies donated locally. The earthquake in Paéz, Colombia, also in 1995, where the National Disaster Committee activated SUMA for all supplies sent to the disaster area, with the exception of specialized health shipments channelled through the Ministry of Health. In Haiti, in 1994, a complex disaster was compounded by a tropical storm. All civilian supplies arriving at the airport were processed by the SUMA team which included customs officers among its members. The traditional problem of unsorted and inappropriate supplies, noted in most international disasters, seems to have been negligible, a trend which can perhaps be credited to 20 years of preparedness activities in Latin America and the Caribbean. The superficial analysis of the data underlines the potential for operational research on the standardized databases generated by SUMA.

Colombia↗

PubMedDate not supplied

[New aspects of the Italian health system and the management of medical units and facilities. 3: proposals for the training of personnel for the management of health units and facilities].

In this delicate phase of transformation of the whole health organization and public employment in Italy several training aspects of managers deserve our attention. The target to reach is to achieve in all managers: a standard basic knowledge level in the various essential matters for a modern health structures management; a common language and a common strategic and logistic planning capabilities and solving methodologies of management problems. Plans for pluriprofessional, multidisciplinary, interactive short refresher course and for postgraduate training courses were presented.

Curriculum↗

PubMed1998

Managing nurse managers--what is the secret?

What can managers do to ensure a nurse manager's competency and effectiveness in today's dynamic health care environment? Strategies on how to lead nurse managers and, in turn, help build a strong health care environment through effective nursing management are given.

Career Mobility↗

PubMedDate not supplied

Bridging case management and primary care manager gaps in a military setting.

The team approach to case management (CM) has proven to be an effective method of providing quality outcomes, reducing fragmentation of care, improving communication, and reducing cost. Often CM teams consist of the patient, family/caregiver, physician, case manager, other health care personnel, clergy, home health agencies, employers, and health-plan administrators. This article focuses on the CM process implemented within a former TRICARE region to bridge the gap between the primary care manager (PCM) and CM. It discusses how the TRICARE Mid-Atlantic region identified and resolved barriers effecting collaboration between the PCM and CM.

Case Management↗

PubMed1997

Using information management to implement a clinical resource management program.

BACKGROUND: This article provides a consultant's account of a 250-bed community hospital's experience in implementing the Clinical Resource Management (CRM) program, a four-stage process of using information to identify opportunities for improvement, developing an effective resource management team, implementing process improvement activities, and measuring the impact on outcomes of care. CASE STUDY EXAMPLE--CONGESTIVE HEART FAILURE: The chair of the departments of internal medicine and family practice selected congestive heart failure for in-depth study. A task force focused on treatment and patient disposition in the emergency room (ER), where most of the nonelective admissions originated. A set of standardized ER orders was developed that emphasized rapid and effective diuresis through the initiation of a progressive diuretic dosing schedule directly linked to patient response. LESSONS AND REFLECTIONS: Factors critical to the success of the CRM program included allocating adequate time to promote and sell the value and importance of the program, as well as securing the support of both information systems and physicians. The main barriers to success involved limitations in the information system infrastructure and delays attributable to committee review. Short-term results from the CRM program were encouraging, with average lengths of stay reduced by 0.5 days and average costs of care reduced by 12% for the ten diagnoses studied with no adverse results. Nonstudy diagnoses showed no notable improvement. CONCLUSIONS: Recognizing the growing importance of information management not only for clinical decision support but for accommodating all the necessary internal and external reporting requirements will require a significant commitment and investment in technology and personnel resources.

Arthroplasty, Replacement, Hip↗

PubMed2003

[The German Quality Management System for Outpatient Care (Q-M-A) Checklist--an instrument for assessing quality management systems in outpatient care].

Quality management systems had originally been designed for industrial purposes and were hardly applicable for small enterprises, there have been adjustments to the two main applications EFQM and ISO enabling utilisation also in ambulatory care. There are also different approaches like the Dutch Visitatiae concept which reflects the needs of GP's and is based on peer exchange. The presented paper gives an overview of existing quality management and certification systems and presents an instrument for evaluation. This checklist was developed by an interdisciplinary expert panel of the Agency for Quality in Medicine and serves as an aid for users and graders of quality management systems with regard to the feasibility of these systems.

Ambulatory Care↗

PubMed2001

Seeding information management capacity to support operational management in hospitals.

There are vast amounts of regularly reported data in the information systems of hospitals, state and federal governments. The increase in accessibility offered by platforms such as the Health Information Exchange (HIE) in New South Wales (NSW) creates a new level of opportunity. Administrative data can also speak to clinical and managerial issues. The capacity to mine these data and use the information for improving quality and efficiency has not been well developed at the "coal face" of operational management. Whilst it has been both possible and useful to track utilisation of services to hospitals and patients as cost and volume, it has not been of interest to track these same data to the operational locus of care--the nursing unit, the operating room, the imaging department. With HIE-type systems, the information is now more readily available and operational managers know this. The challenge is to develop the interdisciplinary capacity to query administrative data to facilitate clinical and managerial decision-making. We report here a possible model of a systematic approach to developing this capacity and some of the results of equipping operational and clinical managers to study problems in their own work settings. These efforts have required no additional internal resources, while the payoffs have been considerable.

Data Collection↗

PubMed1997

Managing the gap: balancing advances in technology with advances in management practice.

Expenditure on information systems is widely anticipated to lead to improved management of health care resources. Despite large investments in hardware and software, these expectations are difficult to realise. Part of the difficulty lies in the manner in which information systems are applied to, rather than integrated within, organisations. This paper considers some of the the personal and organisational issues that need to be addressed to 'manage the gap' in balancing advances in information technology with advances in management practice. The issues identified are consistent with the concept of a learning organisation dealing with environmental change.

Case Management↗

PubMed2002

Care management problems on the labour ward: 5 years' experience of clinical risk management.

This is a retrospective review of 310 reports by staff following clinical risk incidents on the labour ward between 1996 and 2000 in a district general hospital with 3600 deliveries per year. Care management problems were identified and Reason's model of critical incident analysis applied to classify them into person- and system-based problems. Care management problems occurred in 165 (53%) cases, representing 0.9% of all deliveries. The main person-based problems were errors in CTG interpretation (22%), poor operative technique (22%) and non-standard practice/poor clinical judgement (19%). System-based problems included insufficient staff numbers (45%), ineffective teamwork/communication (39%) and inadequately maintained equipment (7%). Structured analysis of clinical incident reports can identify the extent and nature of obstetric care management problems and highlight important contributory areas potentially amenable to improvement.

Case Management↗

PubMed2003

Management of osteoporosis in women aged 50 and older with osteoporosis-related fractures in a managed care population.

This study describes the pattern of evaluation and management of osteoporosis in women aged 50 and older following an osteoporosis-related fracture, conducted as a retrospective cohort study using the administrative claims database of a managed care organization. Subjects were women, aged 50 years and older, with at least one osteoporosis-related fracture in the years 1996-1998 who were continuously enrolled in the system's health plan for at least 6 months prior to and post-fracture. Bone mineral density (BMD) testing, diagnosis of osteoporosis, and treatment with any Food and Drug Administration-approved medication for osteoporosis were identified using CPT, ICD-9, and National Drug Codes for the 6-month post-fracture period. There were 658 women with an osteoporosis-related fracture: 189 (29%) hip fractures, 226 (34%) wrist fractures, 127 (19%) vertebral fractures, and 116 (18%) rib fractures. In the post-fracture period, 46 (7%) underwent BMD testing, 153 (23%) had a diagnosis of osteoporosis, and 220 (31%) were treated with a medication approved for the prevention or treatment of osteoporosis. Of the 220 women with medication claims, 124 (56%) were for estrogen, and 96 (44%) were for other antiresorptive agents. Of the 507 women who did not have medication claims during the 6 months prior to the fracture, only 17% had new fills after the fracture. Management of osteoporosis in women aged 50 and older with fractures was inadequate, despite the high risk of subsequent fractures and recommendations that osteoporosis be the presumptive diagnosis. Significant opportunity exists for improvement in assuring post-fracture followup care.

Aged↗