Community Hospital Memo To: From: Date: Re: Executive Management‚ Nightingale Community Hospital Brittany Amon‚ Senior Audit Administration September 29‚ 2012 Compliance Status of Nightingale Community Hospital: Information Management The following pages will provide a summary of the current compliance status of Nightingale Community Hospital based on the Information Management Priority Focus Area. From the information provided by Nightingale Community Hospital [the hospital] or readily
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between an ambulatory care facility and an inpatient hospital. Ambulatory care facilities consist of physician offices‚ walk in clinics‚ health departments‚ urgent care centers or a facility that provides medical treatment to patients who do not require an overnight stay (Gartee‚ 2011). Whereas an inpatient facility treats patients who require services longer than 24 hours but generally do not exceed 30 days and these facilities often are hospitals that provide inpatient stays. However‚ as the cost
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There are many complex healthcare organizations across the United States. One of the largest healthcare organizations in Indiana is St. Vincent’s Hospital. They have 22 health ministries including 7 specialty hospitals‚ 8 critical access hospitals and other centers that serve 57 counties in Indiana. Core values of St. Vincent’s Medical center include wisdom‚ creativity‚ dedication‚ service of the poor‚ and integrity. “As member of Ascension Health‚ the largest Catholic health care system in the country
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Six Sigma at Academic Medical Hospital (AMH) Problem: Patients with potentially life-threating injuries and illnesses are waiting for over an hour for treatment in Emergency Department at AMH! Although long wait times seemed to be readily excuses by many physicians due to complexity of managing emergency room and processes and clinical staff‚ it is still unacceptable for the patients. Targets: help Emergency Department (ED) at Academic Medical Hospital (AMH) to reduce the wait time
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It has been a growing concern in both the industry and society. Massachusetts General Hospital (MGH) is no exception. Even though the average length of stay (LOS) for the patients in MGH has been declining (Exhibit 10)‚ it is still the highest compared to their competitors (Exhibit 6). Besides the cost‚ there is no uniformity of process and standardization across different facilities and departments of the hospital. MGH lacks communication and coordination between the facilities. Key Issues: Dr
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Organizational Change Plan-Part I Janet Yapor HCS 587 October 6‚ 2010 Perlita Cerilo Organizational Change Plan-Part I The proposed organizational change is designed for the Miami VA Medical Center (MVAMC). The vision of the MVAMC is that of a hospital that provides veterans world-class benefits and services adhering to the highest standards‚ (Department of Veterans Affairs‚ 2010). Therefore‚ to provide and maintain excellence in care‚ it is necessary to improve constantly. Health
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Organizational Behavioral Forces There are many internal and external forces that can affect an organization. Internally an organization sets up its own culture. It creates its own internal structure‚ mission‚ and fiscal policies. These internal forces are created to engage the external forces that include‚ but aren ’t limited to‚ an organization competition‚ the economy‚ and the demands of the customers. The way that these forces are handled speaks to the effectiveness of an organization
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My doing good event is done every Saturday at Nationwide Children’s Hospital‚ but one specific Saturday that was very important to me was Saturday February 27. At Nationwide Children’s I am an information desk volunteer and have been volunteering there for the past 3 years. At the information desk‚ I transfer phone calls‚ issue visitor badges and assist visitors with anything they need. I also take temperatures of children under twelve to make sure they are healthy to visit the patient. I think
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How is the space allocated? Where are the offices located? In UMD Urgent care‚ the Williamsburg location has five exam rooms‚ one IV room and one x-ray room. The staff members utilize the doctor’s‚ nurses‚ break‚ lab room. The receptionist desk is located in front of the door. The manager’s office is located behind the receptionist desk. How much space is given to whom? Where are people located? Our five exam rooms and IV room are for our patients. The exam rooms are used to triage‚ treat and diagnose
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Introduction Modernists perceive organisations as tangibly factual bodies operating in the reality. When the organisation has been well designed and managed‚ the systems of actions and decisions made will be driven by the norms of rationality‚ efficiency and effectiveness to realize the organisation goals such as mission and vision. (Hatch‚ 1997) Critical Theorists view organisation as places where inequalities in power relations will dominate‚ resulting in the exploitation and estrangement of proletariat
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