Suchergebnisse

Pt.I. [Personal experiences in military hospitals, March 1862-July, 1865.--Pt.II. With the freedmen [Poplar Springs and Petersburg, Virginia, 1865-1867] ; Mode of access: Internet.

Intro -- CONTROLLING DISEASE OUTBREAKS: THE CHANGING ROLE OF HOSPITALS -- CONTROLLING DISEASE OUTBREAKS: THE CHANGING ROLE OF HOSPITALS -- CONTENTS -- PREFACE -- AUTHOR AFFILIATIONS -- Chapter 1 INTRODUCTION -- Chapter 2 PREPARING THE HEALTH CARE SYSTEM -- Chapter 3 IMPACT OF AVIAN INFLUENZA IN THE NETHERLANDS -- Chapter 4 HOSPITAL CAPACITY -- Chapter 5 INTENSIVE CARE UNIT CAPACITY -- Chapter 6 WORKFORCE -- Chapter 7 GENERAL PRACTITIONERS -- Chapter 8 AGE DISTRIBUTION -- Chapter 9 UNDERLYING DISEASE AND CO-MORBIDITY -- Chapter 10 MITIGATION OF PANDEMIC INFLUENZA -- Chapter 11 CONTAINMENT MEASURES FOR PANDEMIC INFLUENZA -- Chapter 12 HEALTHCARE SYSTEM READINESS -- Chapter 13 INTERNAL PREPARATION -- Chapter 14 BUSINESS CONTINUITY -- Chapter 15 EXTERNAL PREPARATION -- Chapter 16 EVIDENCE-BASED MANAGEMENT -- Chapter 17 EVIDENCE FROM FOCUSED MODELLING: A CASE STUDY FROM THE NETHERLANDS -- Chapter 18 HEALTHCARE SYSTEM READINESS -- Chapter 19 HOSPITAL AND INTENSIVE CARE UNIT CAPACITY -- Chapter 20 WORKFORCE -- Chapter 21 GENERAL PRACTITIONERS -- Chapter 22 AGE DISTRIBUTION -- Chapter 23 UNDERLYING DISEASE AND CO-MORBIDITY -- Chapter 24 MITIGATION AND CONTAINMENT MEASURES FOR PANDEMIC INFLUENZA -- Chapter 25 METHODOLOGICAL CONSIDERATIONS -- Chapter 26 CONCLUSION -- ACKNOWLEDGEMENT -- REFERENCES -- INDEX.

The University Before Humboldt and After -- Macroculture, Education and Democracy: Lessons from Ancient Greece -- The University according to Humboldt and the Alternatives -- University Studies at Hardenberg's and Humboldt's Time and the Professionalization of University Studies Today -- The Lexicographical Utility Function of Fertility Decisions and Humboldt's Political Principles of the State -- The University: Idea and Practice -- What remains of Humboldt at times of the Bologna Reform?.

Many now argue that for-profit hospital ownership is on the rise because of the retrenchment of public entitlements and – often more importantly in health care – pro-market reforms in the delivery of these services1. Most theoretical notions assume that for-profit hospitals are more efficient than nonprofit and public hospitals2. It is thought that the inclusion of for-profits in the mainstream health care delivery system may increase efficiency or lower costs3. Issues and ideas around ownership are central in the public arena and for-profit hospital care has thus become the subject of fierce debate. Much of this discourse centers on the question whether health care differs fundamentally from other services, and should thus be sheltered from market forces4. Opponents of for-profit hospitals fear restricted access for those unable to pay, lower quality of care, cherry-picking of profitable services and patients, and excessive management interference in clinical autonomy. Proponents, on the other hand, believe that for-profits can bring about higher levels of efficiency and are more responsive to patient demands.

The role of government in the U.S. healthcare system is critical and hospitals play fundamental roles in our communities, among them critical healthcare provider and major employer. The federal funding program Medicare, and the federal-state funding source, Medicaid, are the two public health financing mechanisms that comprise significant funding to hospitals. Further, Medicare and Medicaid account for approximately 37 percent of all health expenditures in the U.S. (United States Centers for Medicare and Medicaid Services, 2018), and more than 60 percent of all hospital care (American Hospital Association, 2016). The public administration roles in the $3.4 trillion U.S. healthcare industry span that of provider, purchaser of services, initiatives and research funder, regulator, and policy implementer. In today's precarious political climate, amidst layers of government bureaucracies and an increased focus on better and fairer healthcare outcomes, the integration of public policy, administration, and healthcare has become increasingly important to practitioners and researchers. Indeed, the American Hospital Association tallies 5,564 hospitals in the United States, with 16 million employees and accounting for about one-sixth of the U.S. economy. Recently, of particular importance is the rise in U.S. hospital closures that impact healthcare and the economy in our local communities. This study contributes to the literature by identifying indicators for detecting warning trends in hospital financial condition before closures occur using a parsimonious system that can be replicated by both practitioners and policymakers with minimal data gathering efforts. The findings discussed here suggest that in the case of Muhlenberg Hospital, a clear trend of worsening financial condition could be detected at least four years prior to its closure. Current ratio, total margin, and debt to net asset ratio for Muhlenberg Hospital evidenced very clear indicators of financial instability. Consequently, the question emerges as to why neither the hospital nor the community was able to adequately negotiate these treacherous financial challenges to retain this valuable community asset.

Global Health Goals & Local Constraints in a Rural Peruvian Clinic / by Morgan K. Hoke, Samya R. Stumo, and Thomas L. Leatherman -- Science and Sanctity : Biomedicine and Christianity at an Ethiopian Hospital / by Anita Hannig -- The Cosmopolitan Hospital / by Cheryl Mattingly -- "Dangerous Disease" : Epilepsy in Asante / by William C. Olsen -- The Salience of the State in Biomedicine : Congo and Uganda Cases / compared by John M. Janzen -- Creating a therapeutic Community : Lessons from Allada Hospital Benin / y Mark Nichter, Ghislain Emmanuel Sopoh, and Roch Christian Johnson -- Medical "Errands" among Women with Cervical Cancer in Guatemala / by Anita Chary and Peter Rohloff -- Routinized Caring or a "Call" to Nursing : Shifts in Hospital Nursing in Rukwa, Tanzania / by Adrienne E. Strong -- "We Work with What We Have, Not with What We Would Like to Have" : Hospital Care in Mexico / by Vania Smith-Oka and Kayla Hurd -- The Navigation of Public Hospitals by West African Immigrants with Cancer in Paris, France / by Carolyn Sargent -- Each Child is Unique : The Responsible US Parent's Take on Hospital Care Gone Wrong / by Elisa J. Sobo -- Making Ethnographic Sense of Cesarean Rates in Greek Public Hospitals / by Eugenia Georges -- The Nightside of Medicine : Obstetric Suffering and Ethnographic Witnessing in a Pakistani Hospital / by Emma Varley -- Afterword / by Claire Wendland.

Aim: to comprehend the social representations of public health emergencies among managers who experienced the Influenza A (H1N1) Pandemic of 2009. Method: a qualitative case study, with its theoretical and methodological framework based on the Theory of Social Representations. The data was obtained through the techniques of free association and semi-structured interviews, applied individually to managers who worked in different positions of the hierarchical management structure of the institution during the pandemic emergency, a total of 30 participants. Results: thematic content analysis resulted in the following categories: vulnerability, health protection, neglect - gray areas of the public sphere, and integrality. The social representations of public health emergencies attest to continuities that transit the overvalorization of negative discourses linked to the health/education public space, naturalization of the substantial character of the epidemic, and normative managerial action. However, the defense of ongoing education as a necessity associated with emergency management revealed possibilities for change in the technical-scientific perception of the management. Conclusions: to understand healthcare/ nursing workers as political beings, assuming responsibilities in the areas of the macro and micro policies of the State, the university hospitals and the work teams, is a pathway that is emerging for the management of emergencies.

The efficiency of hospitals is an important political issue and has been the subject of a number of studies. Most studies find evidence for inefficiency but provide no theoretical explanations for differences in efficiency. This study used principal agent theory to explain differences in efficiency between hospitals. Two agency issues are examined: (1) quality of care in the relationship between hospital and patient, and (2) internal organisation, i.e. the relationship between the hospital and its main departments. It was found that efficiency and quality go together. This implies that the potential harmful information asymmetry between hospitals and patients does not appear to be a major problem, because increasing efficiency does not seem to reduce quality. Further, we find no relationship between the efficiency of departments and the efficiency of the entire hospital. The interest of hospital departments is currently not in line with the interests of the entire hospital.

The role of a psychologist as a forensic specialist in a psychiatric hospital that specializes in patients who are a part of the criminal justice system is discussed. This article describes the dual role of a psychologist in a forensic hospital and pertinent issues that confront a psychologist in such an institution. Emphasis is given to the responsibility that psychologists have, both to the patients in their care and to the society that has entrusted those patients to their care.