The Case of the Unhealthy Hospital Anthony R. Kovner Harvard Business Review No. 91506 SEPTEMBER–OCTOBER 1991 HBR Anthony R. Kovner The Case of the Unhealthy Hospital Bruce Reid‚ Blake Memorial Hospital’s new CEO‚ rubbed his eyes and looked again at the 1992 budget worksheet. The more he played with the figures‚ the more pessimistic he became. Blake Memorial’s financial health was not good; it suffered from rising costs‚ static revenue‚ and declining quality of care. When the
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intense competition between WFRMC and the other two hospitals within the area of Pensacola in 1992‚ Sacred Heart and Baptist Hospitals. The 130 doctors practicing at the Medical Center Clinic and its satellite clinics admitted mostly to WFRMC‚ whereas most of the other doctors in this city of 150‚000 practiced at both Scared Heart and Baptists Hospitals. At the time it was estimated that 90% to 95% of patients that would be admitted into any of the hospitals would experience discounted prices due to the
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Navos Psychiatric Hospital Navos Psychiatric Hospital is like a human zoo‚ unlike any other hospital in Seattle. The patients at Navos are street folks that society has locked up and caged like wild tigers running loose on the prairie. No one patient is like the next patient; they’re all different like night and day. Some patients come in slobbering like a babies‚ who are teething‚ and unable to put any words together to form complete a sentence. Some come here strapped to gurneys with their
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Abstract This case study illustrates the crisis faced by the president of Lincoln Hospital‚ a for-profit hospital that had several hundred beds to fill. A number of issues are occurring at the hospital impacting the ability of the hospital to successfully perform the planned surgeries without incurring significant issues. These issues include high turnover‚ scheduling issues‚ service delays‚ and a divided staff. Worst of all‚ however‚ the doctors and nurses are at war. Specifically‚ Don‚ the new
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Dietary Supplements Report Felicia L.Young 12/21/14 Sci / 241 Summary Dietary Supplements come in different forms and have been used for years for a variety of reasons‚ from just wanting to fill in what you were lacking in your diet to trying to cure an ailment. Some may have benefits to taking them when taken properly‚ but there is risk in taking them if you are not careful. You should only take supplements under the supervision of your physician. They are to use with your diet to help you attain
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CASE: Community Hospital Evening Operating Room Solution 1) The average customer arrival rate and service rate per hour Patient arrival time in a day (11 pm to 7 am) = 8 hr/day Patient arrival time in a year (Total study time) = 8 (hr/day) * 365 = 2920 hrs For average customer arrival rate‚ we know that 62 patients are required during that time period. So average customer arrival rate (λ) = 62/2920 = 0.0212 patients /hr Service rate (μ) = 60/80.79 = 0.7426 /hr
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ABSTRACT Our project Hospital Management system includes registration of patients‚ storing their details into the system‚ and also computerized billing in the pharmacy‚ and labs. Our software has the facility to give a unique id for every patient and stores the details of every patient and the staff automatically. It includes a search facility to know the current status of each room. User can search availability of a doctor and the details of a patient using the id. The Hospital Management System
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JAMAICA HOSPITAL VS QUEEN HOSPITAL CENTER Jamaica Hospital vs. Queens Hospital Center Nakisa Frazier Excelsior College NUR 431/ Introduction to Health Care Delivery Systems Professor Melanie Bujanda Romero 11/25/2012 If you ever had to wait to several weeks or even months to see a doctor or specialist‚ you would know how anxious the wait can make you feel. You can easily become simply frustrated or even concerned about a possible negative
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Departments of Melaka Government 1. Office of Legal Counsel 2. Melaka State Department of Treasury (JKPNM) 3. Melaka Mufti Office 4. Melaka Islamic Religious Department (JAIM) 5. Melaka Syariah High Court 6. Land and Mines Office (PTG) 7 Melaka Works Department (JKR Melaka) 8. Melaka State Development Office 9. District and Land Office of Central Melaka 10. District and Land Office of Alor Gajah 11. District and Land Office of Jasin 12. Melaka State Department of Agriculture 13. Social
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Table of Contents | S. No | Title | Page. No | 1. | Executive Summary | 2 | 2. | Introduction | 3 | 3. | Human Resource Department of PTCL | 4 | 4. | The objectives of the HR department at PTCL | 6 | 5. | Human Resource Initiatives | 7 | 6. | Format of Job Description | 8 | 7. | HR Planning & Working | 9 | 8. | Recruitment Policy | 10 | 9. | Recruitment and Selection Process in PTCL | 11 | 10. | Training
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