Suchergebnisse

Advances in health care management : overview / Grant T. Savage, John D. Blair, Myron D. Fottler -- Nurse staffing and nursing performance : a review and synthesis of the relevent literature / Lynn Y. Unruh, Myron D. Fottler -- Population health management in theory and practice / Ann Scheck McAlearney -- Emotions, the neglected side of patient-centered health care management : the case of emergency department patients waiting to see a physician / Laurette Dub(c)Øe, Lefa Teng, Josiah Hawkins, Marilyn Kaplow -- Innovation in medical devices and medical electronics : are European regulations and practices shifting innovation to Europe? / David F. Robinson -- Manager's perceptions of hospital capabilities : a theoretical and empirical study / Adelaide Wilcox King, Carl P. Zeithaml -- Management of academic health centers : the past, present, and future / Sharon Topping, Donna Malvey -- A strategic change/organizational ecology based theory of post-bankruptcy performance in healthcare firms / David D. Dawley, James J. Hoffman, Mark Hoelscher -- From stakeholder management strategies to stakeholder management styles : serendipitous research on organizational configurations / John D. Blair, Starr A. Blair, Myron D. Fottler, Timothy W. Nix, G. Tyge Payne, Grant T. Savage -- The benefits of staffing and paying more : the effects of staffing levels and wage practices for registered nurses on hospital's average lengths of stay / Mark P. Brown, Michael C. Sturman, Marcia J. Simmering -- The impact of workplace empowerment, organizational trust on staff nurses' work satisfaction and organizational commitment / Heather K. Spence Laschinger, Joan Finegan, Judith Shamian -- Managing routine exceptions : a model of nurse problem solving behavior / Anita L. Tucker, Amy C. Edmondson

ThePatients First Actis the legislative piece of a large-scale reform in Ontario's health systems governance. Prior to 2017, home and community care in Ontario was managed by Community Care Access Centres (CCACs), which were overseen by Local Health Integration Networks (LHINs) in each region. Both the CCACs and the then provincial government had come under public criticism for inefficient spending, lack of coordination between health care providers, exacerbating existing inequalities with regards to home and community care, and adding an unnecessary layer of bureaucracy to an already strained health care system. ThePatients First Act was introduced in 2016 in order to better integrate home and community care with primary care, and to improve efficiency, transparency, and continuity of care for patients. This organizational reform was achieved by abolishing the CCACs and transferring their duties to the LHINs, along with the authority to issue policy directives to other health services providers.The Patients First Act is a recent development in Ontario health systems reform, and ongoing evaluation is needed to determine the full impact of this policy. While the strengths of theAct include its focus on access and accountability for patients, there are significant gaps that remain to be addressed, including the role of LHINs in working with physicians and hospital boards, and in framing equity issues beyond geographical difference to include growing ethnocultural and linguistic diversity. LaLoi de 2016 Donnant la Priorité aux Patientsest l'élément législatif d'une importante réforme structurelle de la gouvernance des systèmes de santé de l'Ontario. Avant 2017, les soins à domicile et en milieu communautaire étaient administrés par les Centres d'accès aux soins communautaires (CASC), des organismes gérés par les réseaux locaux d'intégration des services de santé (RLISS) dans leurs régions respectives. Les CASC et le gouvernement provincial du jour ont fait l'objet de critiques publiques en raison de dépenses inutiles; d'un manque de coordination entre les prestataires de soins de santé; de l'aggravation d'inégalités préexistantes en matière de soins à domicile et en milieu communautaire; et de l'ajout d'un niveau de bureaucratie supplémentaire à un système de santé déjà surchargé. LaLoi de 2016 Donnant la Priorité aux Patientsa été introduite en 2016 afin de favoriser l'intégration des soins à domicile et en milieu communautaire aux soins primaires. Son deuxième objectif était de permettre aux patients de jouir d'une efficacité, d'une transparence et d'une continuité des soins accrues. Cette réforme organisationnelle a été réalisée en abolissant les CASC et en déléguant leurs fonctions—ainsi que le pouvoir d'émettre des directives aux autres prestataires de soins de santé—aux RLISS. Le planPriorité aux Patientsest une évolution récente dans la réforme des systèmes de santé de l'Ontario; une évaluation continue est nécessaire afin de déterminer le véritable impact de cette politique. Bien que l'importance accordée à l'accès et à la redevabilité envers les patients constitue l'une des forces de laLoi, de sérieuses lacunes—concernant notamment le rôle des RLISS auprès des médecins et des conseils d'administration des hôpitaux et la conception des questions d'équité au-delà des différences géographiques afin d'inclure l'accroissement de la diversité linguistique et ethnoculturelle—restent à combler.

Leadership in Health Services Management provides all healthcare professionals with the information necessary to lead with commitment and strive towards a clear vision of health for all. It guides readers through crucially important issues such as vision, strategic thinking, confidence, negotiation and knowledge management in health services.Now in its third edition, this book has been updated to contain original research on the topic of self-leadership, a theme that is interwoven throughout the text. In addition, there is a focus on the application of leadership theories for postgraduate readers studying for a Master's certificate in nursing management or tutored Master's degree according to the new guidelines of the SAQA qualifications for postgraduate studies. In all new South African curricula and programmes, the research component has been prioritised and therefore this edition features a chapter on research proposals.

Considering moral philosophies and principles -- Resolving ethical issues -- Organizational values, vision, and mission -- Codes of ethics in health services -- Organizational responses to ethical issues -- Conflicts of interest and fiduciary duty -- Ethical issues regarding organization and staff -- Ethical issues regarding patients and community -- Consent -- Dying and death -- Patient autonomy and the paradigm of physician-assisted suicide -- Ethics in marketing and managing care -- Ethics in resource allocation -- Social responsibility

Large scale collection and analysis of data on patients' experiences and outcomes have become staples of successful health systems worldwide. The systems go by various names—including registries, quality registries, clinical databases, clinical audits, and quality improvement programmes—but all collect standardised information on patients' diagnoses, care processes, and outcomes, enabling systematic comparison and analysis across multiple sites. Hundreds of what we will term, for simplicity, "registries," now exist around the world. The United Kingdom is home to over 50 clinical audit programmes, the United States has over 110 federally qualified registries certified to report quality metrics, and Sweden, perhaps the registry epicentre, has over 100, covering conditions from birth to frail old age. These registries have had far reaching effects. They facilitate public reporting, retrospective and prospective research, professional development, and service improvement. They reveal variations in practices, processes, and outcomes, and identify targets for improvement. In the UK, they have been associated with many notable successes, including improvements in management of cardiovascular disease and stroke, cancer, and joint replacement.

This paper will explore two contrasting paradigms in mental health care and their relationship to evidence-based practice. The biomedical perspective of pathogenesis and the health perspective of salotogenesis are two major diverse views in mental health care. Positive dimensions of health are traditionally viewed as software not suitable for statistical analysis, while absence of symptoms of disease are regarded as measurable and suitable for statistical analysis and appropriate as a foundation of evidence-based practice. If the main goal of mental health care is to enhance subjectively experienced health among patients, it will not be sufficient to evaluate absence of symptoms of disease as a measure of quality of care. The discussion focuses on the paradox of evidence-based absence of illness and disease versus subjectively experienced health and well-being as criterions of quality of care in mental health care.

Purpose: Cooperation between organizations is an often-suggested remedy for handling unsolved borderland problems. However, actual projects aiming at cooperation are seldom very successful. The purpose here is to highlight obstacles related to cooperation between different organizations based on a case study of a rehabilitation project where health care and several social service organizations (social insurance, social welfare, and the local employment agency) were involved. Data were gathered through participation and interviews. Findings: It seems that efficient cooperation requires an understanding of the participating organizations' differences in work logic as well as work practices. Furthermore, only certain fairly standardized "normal" problems may be handled through organized cooperation while non-routine exceptional problem requires a more fully integrated work organization. Implications: Obstacles to cooperation are highlighted and ways to improve the possibilities of cooperation between organizations are suggested although such possibilities are generally hampered by differences in work logic.