Learning objectives and rationale Plan to achieve objectives Final evaluation Performing pre- operative surgical checklist to check consent‚ correct procedure and site and to avoid any mistakes. Pre-op check as per the checklist with preceptor Performed full pre- operative checklist. Participating in surgical count to avoid any items being left inside the patient Get familiar with instruments. Participated in surgical count with some assistance. Collection of specimen‚ for further investigation
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Directional Policy Matrix 8 Co-Operative Food Store Audits 10 Environmental Audit 10 PESTEL Analysis 10 Porters 5 Forces: 10 Organisational Audit 11 Stakeholder Analysis 14 Co-operative Stakeholders 14 Stakeholder Mapping 14 Bibliography 16 Introduction This briefing pack is to provide help and guidance to the Co-operative Group on business strategy. Included in this pack will be strategic concepts and terms and a discussion of issues the Co-operative group will need to consider
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OPERATIVE REPORT CASE 2 Patient Name: Benjamin EngelhartAge: 46DOB: 10/5/----Sex: M ID Number: 112592 Date of Admission: 11/14/---- Date of Procedure: 11/14/---- Admitting Physician: Bernard Kester‚ MD Surgeon: Bernard Kester‚ MD Assistant: Jason Wagner‚ PA-C Circulating Nurse: Jimmy Dale Jett‚ RN Preoperative Diagnoses: Acute appendicitis Postoperative Diagnoses: Perforated appendicitis Operative Procedure: 1 Laparoscopic appendectomy 2 Placement of right lower quadrant drain Anesthesia:
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OPERATIVE REPORT Patient Name: Putul Barua Patient ID: 135799 Room No.: CCU-4 Date of Surgery: 01/08/2011 Admitting Physician: Simon Williams‚ MD‚ Pulmonology Surgeon: Simon Williams‚ MD‚ Pulmonology Preoperative Diagnosis: Recent onset hemoptysis‚ history of tuberculosis. Postoperative Diagnosis: No tuberculosis lesion seen. Name of Procedure: Bronchoscopy Specimens Removed: Blood clots. INDICATIONS: Mr. Barua requires Bronchoscopy‚ because of recent onset hemoptysis and a
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Animesh Barua 300688875 BUSN-333-415 ASSIGNMENT 1: 1. It works best if the communication between employees and management is both ways‚ and with few‚ if any restrictions. If the only communication in a company is pronouncements coming down from management‚ the company is: (1) Losing out on the often valuable input from the employees who are actually doing the work. (2) Reducing morale and performance by doing so. Finally‚ if the company can make possible and encourage communications between
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Pain is a subjective experience and unpleasant sensation that associated with tissue impairment (Ogino et al.‚ 2007). Post-operative pain is a commonly actual post-operative complication of most general surgeries (Abdalrahim et al.‚ 2011). Therefore‚ Evelyn is likely to have pain due to the surgical tissue trauma and the replacement of the knee joint. Post-operative pain is a major concern during the recovery of patients because pain is a distressing symptom‚ poorly controlled pain may contribute
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1. Co-op Bank started using activity based costing to allocate operating expenses to products and customers. The overall process is important to the ultimate success of the bank‚ so it needs to be logical and transparent. The bank’s project team came up with 3 questions for the activity-based costing: “How should it define resource pools? What activities should it define? Should it analyze costs by product or by customer?” These questions seem very logical in helping implement the activity based
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NIKE is the largest seller of athletic footwear athletic apparel and other athletic gear in the world‚ with about 30 percent market share worldwide. NIKE markets its product under its own brand‚ as well as NIKE golf‚ Nike pro‚ Air Jordan‚ Team starter‚ and subsidiaries‚ including Bauer‚ cole haan‚ Hurley international and converse. The company sells its products through a mix of independent distributors‚ licencees‚ and subsidiaries in approximately 120 countries worldwide. Nike has grown from an
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Proposal for starting Ashodaya Samithi Multipurpose Co-operative Society Name: Ashodaya Multipurpose co-operative society Location: Mysore Background Sex workers working in Ashodaya Samithi did not have access to facilities to save money. They could not open bank accounts without identification and residence proof – documents that their illegal occupation did not allow them to possess. Sex workers also faced humiliation when banks insisted that they bring their husbands along. Most sex
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Responsibility- The Evaluation of the Co-operative Bank’s CSR and Ethical Stance Contents Page 1. Introduction ………………………………………………………………….. 2 2. Corporate Social Responsibility ……………………………………………... 2 2.1 Carroll’s CSR Models ……………………………………………………. 2 2.2 Modern CSR Argument ………………………………………………….. 3 2.3 Introduction of 3C-SR Model ……………………………………………. 3 3. The Co-operative bank and their Stakeholders ………………………………. 3 4. The Co-operative bank’s CSR and Ethical Finance Analysis
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