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At least 595 records · Page 33Linked to original sources

PubMedDate not supplied

Participatory management in nursing as an alternative to traditional management.

Nursing units have traditionally been managed by head nurses. This article examines an innovative concept which allows the professional nursing staff to participate in self-management at the unit level. A unit at Rush Presbyterian-St. Luke's Medical Center in Chicago is described as it changed its management structure from the traditional model to one run by the unit staff. This participatory style complements two evolving principles of the professional model of nursing, 24-hour accountability and primary nursing.

Chicago↗

PubMed1989

Managed health care: managed costs?

With the highest health care costs per capita in the world and after nearly two decades of inexorable increases in health insurance premiums, the promise of managed care has been too much for providers to take lightly. It's not too late to define managed health care, however, or too early to begin assessing managed care accomplishments and projecting future developments and challenges.

Cost Control↗

PubMed1999

Dilemma for the nurse manager: managing E-mail overload.

Electronic mail is a powerful and useful communication medium in the health care workplace. Unfortunately, managing E-mail overload can present a problem for the nurse manager. Intentional strategies must be developed to handle this situation in order to maintain efficient use of managerial time. The objective of this article is to provide such strategies for the nurse manager.

Adaptation, Psychological↗

PubMed2000

Recognizing and managing boundary issues in case management.

Much of the literature on worker-client boundaries in clinical practice is based on assumptions that the relationship between the two parties is structured and formal. These assumptions do not always apply in community-based case management practice, where the worker and client interact in a wide variety of settings and circumstances. The relative informality of case management makes the establishment of appropriate worker-client boundaries both critical and difficult. In this article key principles for recognizing and managing boundary issues are presented and discussed.

Case Management↗

PubMed2002

Risk management and EMS: what managers need to know.

Today's emergency service leader is faced with many administrative responsibilities. Much of this work involves protecting personnel against injury. It also involves reducing the effects of losses. To help reduce such problems, the umbrella of risk management and application of the principles of loss control should be used. A loss control program can identify existing or potential problems and provide the means to reduce or eliminate them. A comprehensive risk management program is a systematic method that helps you investigate and identify your problem areas and strategize methods to eliminate, prevent or safeguard against potential risk. It's an easy, straightforward approach that can provide positive results. As an emergency service manager, that's what you want--positive results!

Emergency Medical Services↗

PubMed1998

Coverage decision-making in Medicaid managed care: key issues in developing managed care contracts.

Coverage provisions are the most complex part of any managed care contract. This is particularly true for Medicaid agencies, because of important differences between Medicaid and insurance. This Issue Brief identifies general issues that should be addressed by States as managed care contracts are developed and drafted, and it specifically explores the challenges faced by public purchasers when drafting managed care coverage provisions.

Contract Services↗

PubMed2002

Qualitative insights into practice time management: does 'patient-centred time' in practice management offer a portal to improved access?

BACKGROUND: Different sets of literature suggest how aspects of practice time management can limit access to general practitioner (GP) care. Researchers have not organised this knowledge into a unified framework that can enhance understanding of barriers to, and opportunities for, improved access. AIM: To suggest a framework conceptualising how differences in professional and cultural understanding of practice time management in Auckland, New Zealand, influence access to GP care for children with chronic asthma. DESIGN OF STUDY: A qualitative study involving selective sampling, semi-structured interviews on barriers to access, and a general inductive approach. SETTING: Twenty-nine key informants and ten mothers of children with chronic, moderate to severe asthma and poor access to GP care in Auckland. METHOD: Development of a framework from themes describing barriers associated with, and needs for, practice time management. The themes were independently identified by two authors from transcribed interviews and confirmed through informant checking. Themes from key informant and patient interviews were triangulated with each other and with published literature. RESULTS: The framework distinguishes 'practice-centred time' from 'patient-centred time.' A predominance of 'practice-centred time' and an unmet opportunity for 'patient-centred time' are suggested by the persistence of five barriers to accessing GP care: limited hours of opening; traditional appointment systems; practice intolerance of missed appointments; long waiting times in the practice; and inadequate consultation lengths. None of the barriers is specific to asthmatic children. CONCLUSION: A unified framework was suggested for understanding how the organisation of practice work time can influence access to GP care by groups including asthmatic children.

Adult↗

PubMed2003

[Safety management activities of Yokohama City University Hospital--safety management is the platform of quality improvement].

Four years have passed since mistaking patients for operations occurred at Yokohama city university hospital (YCU hosp) on January 11, 1999. The accident was not just a simple mistake such as the patients happened to have the same name. Its root seemed to be a system error that deeply related to health care delivery at YCU hosp. Based on the trying experience, YCU hosp started to construct a new system for health care safety management. From 2001 the system development entered the second phase. The activities of this phase included promoting interdisciplinary projects on a variety of topics, implementing a systematic educational program, and activating risk managers. As a whole, autonomous activities by health care professionals regarding patient safety started to take place in the hospital as a new approach for safety management. The next step will be to expand these activities into a movement for hospital-wide quality improvement and establishing clinical governance.

Aged↗

PubMed1989

REFERENCE UPDATE and REFERENCE MANAGER: personal computer programs for locating and managing references.

REFERENCE UPDATE (a trademark of Research Information Systems, Inc.) is a diskette-based service which provides subscribers with a weekly update on the latest publications in biology and medicine. REFERENCE MANAGER (a registered trademark of Research Information Systems, Inc.) is a microcomputer-based software package developed to manage selected references for quick retrieval and bibliography generation. These two systems allow scientists to build and update a personalized data base of references. The following article gives an overview of REFERENCE UPDATE and REFERENCE MANAGER and provides a description of the various functions each system offers.

Bibliographies as Topic↗

PubMed1979

Hospital financial managers are central to management team.

The hospital financial manager must play an increasingly larger role in the development of overall hospital policy. Human resources, as well as physical assets and capital must be considered, and the financial manager needs to establish programs that not only create a sound economic base, but that also show management's commitment to people.

Administrative Personnel↗

PubMed1995

Integrated disability management: taking a coordinated approach to managing employee disabilities.

1. Disability management provides opportunities to control costs and improve employee benefits through three levels of prevention: primary prevention of disabilities (work and non-work related); secondary minimization of disability costs; and tertiary facilitation of rehabilitation and early return to work. 2. A totally integrated disability management program has many components, all of which must be effectively coordinated. Management of these components will result in lower disability related costs, increased employee productivity and job satisfaction, and less employee turnover. 3. All employees receive individualized services designed to assist them in returning to work and emphasizing their contributions to the company's overall dedication to global leadership, continuous growth, and success.

Persons with Disabilities↗

PubMedDate not supplied

A structured approach to expert financial management: a financial development plan for nurse managers.

Faced with tighter budgets and diminishing resources, the success of nurse managers will be measured by their ability to identify and balance cost/quality issues effectively while managing staffing under variable patient census and demanding patient acuity. A structured approach to expert financial management can insure that nursing departments meet financial targets while maintaining integrity of clinical care.

Budgets↗

PubMedDate not supplied

Managed care: the challenge for nurse managers.

Health care reform is upon us even though the final legislative processes have not been enacted. Nurse managers cannot wait for health care reform. A revolution is happening all around us in many ways with large payers, our customers, aggressively negotiating new models of reimbursement. The nurse manager's challenge is to develop a responsive organization that can change quickly to meet the needs of this new environment in the shortest period of time. The successful nurse manager of the future will take the leadership role in making these changes.

Decision Making, Organizational↗

PubMed1993

A college-managed nursing center offers training in case management for nursing students.

The College of Nursing, State University of New York Health Science Center at Brooklyn, operates a nursing center in conjunction with a nonprofit social work agency. Health support services are delivered to frail elderly individuals in their homes or at the Nursing Center, free of charge, using an interdisciplinary case management model. In this model, case management is provided by graduate students and faculty with undergraduate students forming part of the health care team. This article describes the model and provides two case study examples that demonstrate its interdisciplinary focus, value as a training mechanism, and scope of case management services.

Aged↗

PubMed1996

The diagnosis and treatment of gastroesophageal reflux disease in a managed care environment, Suggested disease management guidelines.

A group of experts from gastroenterology, internal medicine, health economics, medical outcomes, and managed care met in San Francisco, Calif, on September 27, 1994, in an effort to develop clinically and economically effective disease management guidelines to assist physicians in their treatment of gastroesophageal reflux disease in a managed care environment. This article represents a consensus opinion based on the evidence and expert interpretation at the time of that meeting.

Algorithms↗

PubMed1995

Management involvement with compliance: when distributive management fails, everyone pays.

In this article I discuss the importance of management retaining and exercising its responsibilities for control over studies, especially studies that have been distributed to contractors and subcontractors, hence the title, "Distributive Management." While the clearest examples for distributive management are found in environmental fate and crop residue studies for EPA, similar examples may be found in contemporary toxicology and carcinogenicity studies. The cost of failure to exercise control over contracted studies has been estimated by the EPA at between $600 M and $1,200 M. These are costs that will be borne by the public through higher prices and higher taxes.

Contract Services↗

PubMed1996

Relationship between total quality management, critical paths, and outcomes management.

Total quality management (TQM), clinical paths, and outcomes management are high-profile strategies in today's health care environment. Each strategy is distinct, yet there are interrelationships among them. TQM supports a customer-focused organizational culture, providing tools and techniques to identify and solve problems. Clinical paths are tools for enhancing patient care coordination and for identifying system-wide and patient population specific issues. Outcomes management is an integrated system for measuring the results in patient populations over time. There is a recent shift in outcomes measurement towards expanding both the nature of the outcomes examined and the timeframes in which they are studied.

Continuity of Patient Care↗

PubMed1997

Managing medical research data with a Web-Interfacing Repository Manager.

This paper describes the Web-Interfacing Repository Manager (WIRM), a perl toolkit for managing and deploying multimedia data, which is built entirely from free, platform-independent components. The WIRM consists of an object-relational API layered over a relational database, with built-in support for file management and CGI programming. The basic underlying data structure for all WIRM data is the repository object, a perl associative array whose values are bound to a row of a table in the relational database. Based on our experience implementing a target application (the Brain Mapper Console), we describe five stages through which a system passes as it evolves from a primitive file hierarchy to a full-fledged repository console.

Brain Mapping↗