Unit 2: Equality‚ Diversity and Rights Task 2: National Initiative and Anti- Discriminatory Practices (P4‚ M2‚ D1) Fatima Mangera 26th November 2010 National Initiative and Anti- Discriminatory Practice in Disability The Anti Discriminatory Practice are Acts that help prevent people from different types of culture‚ race‚ religion‚ gender‚ disability‚ class etc from getting discriminated due to their differences. It is there to approach and promote Equality‚ Diversity and rights
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SPIRITUALITY IN HOSPITAL Spirituality in Hospital Most patients go through different healing processes such as Emotional and Spiritual healing process‚ these healing process are different and individual to each patient. Due to the uniqueness of each patient hospitals are facing challenges to treat their patients. Most hospitals are developing methods to overcome these challenges. One of the methods they are developing includes spiritual settings in each area of the hospital‚ and by providing
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Shouldice Hospital Limited 1. How well is the hospital currently utilizing its beds? Shouldice Hospital is currently utilizing its beds quite well. Under the Shouldice method‚ they are operating with 90 beds‚ admitting 30 patients per day‚ and not accepting any new patients on Saturdays. Each patient admitted generally stays in the hospital for 3 days and is discharged on the fourth morning. By examining Exhibit 4.7‚ it is apparent that the hospital’s capacity utilization is roughly 71.43%
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1.) How well is the hospital currently utilizing its bed? 90 beds x 7 days/ week = 630 beds available in a week 30 patients x 3 days x 5 days per week = 450 beds utilized 450 beds utilized / 630 availble beds = 71.43% The hospital is currently utilizing 71.43% of their beds‚ this is actually an ideal operating point. To increase its rate of utilization might decrease the service quality. 2.) Develop a similar
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1. Executive Summary Shouldice hospital is a specialized hospital in the repair of external abdominal hernias in Canada. The hospital was established by Dr. Shouldice the founder of a new and superior surgical technique‚ now known as the Shouldice method‚ for repairing hernias which yields better medical results as well as a significantly shorter recovery time. The Shouldice Hospital is a successful organization and admired by most of the people who had relation with it or who have heard of it
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Question 1: Evaluate the key elements of Morath’s efforts to transform Children’s Hospital into a learning organization. Answer: It was Morath’s leadership abilities and initiatives that helped Children’s Hospital (CH) transform from an organization to a learning organization. We elaborate on the following three building blocks of a learning organization that are evident at Children’s Hospital. Building Block 1: “A supportive learning environment” Learning in
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Introduction Since its inception in 1975‚ Patton – Fuller Community Hospital has been dedicated to providing cutting-edge medical care to the people of Kelsey and the surrounding communities. PFCH is a for-profit hospital and is owned by physicians active at the facility. Quality patient care is the key to a hospital’s success and as shareholders in PFCH. The hospital has seven network diagrams divided into two areas; the first one is clinical areas‚ which include ERs and ORs‚ Pharmacy‚ Labs‚
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target market. What a product is‚ how it supports the company mission‚ and how it fits into the market must be well understood in order to market it effectively. The target market must also be a fairly narrow‚ specific group of customers for this task. Product Product Description & Support of Mission Statement: Describe the different features of your product‚ then explain how that feature supports the given mission statement Example: Product Description: ACME Roadrunner pellets Mission
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employment-creation across the economy. | Task 1: L.O. 2.1:- In relation to one element/section of the Action Plan for 2012 explain how the economic system attempts to allocate resources effectively. | Task 2: L.O. 2.2 Upon completion of Task 1 (above) assess the impact of fiscal (budgetary-taxation & government expenditure) and monetary policy on business organisations and their activities. | Task 3: L.O. 2.3 Upon completion of Task 2 evaluate the impact of competition policy
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Bottleneck analysis: Also see enclosed Process flow chart (Appendix 1). Hospital is able to perform 42 exams/afternoon and send 38 patients to the operation rooms. But surgery capacity is 33 operations/day only. Bottleneck (number of operations/day) is therefore located between these two processes. Hospital performs 33 operations/day = demand 116 beds/Wed‚Thu and 99 beds/Tue. Demand is 116 and current capacity is 89. Bottleneck is the number of beds available. It is necessary to increase capacity
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