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Biomedical subjects

J Ruiz Moreno

Publications and source records attributed to J Ruiz Moreno.

13 recordsLinked to original sources
PubMed2001

[Organizational learning].

This article presents the reader with conceptual close-up view about the attractive topic organizational apprenticeship and includes and extensive bibliographical file. Therefore, due to the author's effort, we chronologically trace those authors who have contributed to conceptualizing the aforementioned apprenticeship, with particular emphasis on the writings by Paul Senge, the so-called father of the "fifth discipline. This theoretical close-up helps apply organizational apprenticeship to nursing.

Education, Nursing↗
PubMed2001

[Knowledge management (I)].

Beyond to be in fashion, the knowledge management (KM) is by itself a powerful strategic weapon for managing organizations. In a first part, the authors analyze strategic concepts related to management, emphasizing the attachment between KM and competitive advantage. Finally, the authors tie the KM to learning process ("tacit knowledge", "socialization", "externalization", "combination", and "internationalization").

Knowledge↗
PubMed2000

[Professional development: the mission (II)].

In the second part of this generic article whose purpose is to analyze what is a mission statement of an organization, the author concentrates on two fundamental points: what are the bases upon which a mission statement is constructed from a strategic perspective and what are the functions and advantages of a mission statement. With respect to this first basis, the author points out that an organization's function should be based on sound business criteria; that a mission statement should harmonize with the organizational milieu, reflect the values of the organization's professional staff while paying attention to special interest groups; and focus on professional know-how and on what works well and makes sense for the client. Concerning this second aspect, this article deals with maintaining the integrity of an organization, motivating professionals or utilizing a mission statement as a means of control.

Organizational Objectives↗
PubMed1999

[Organizational culture and the professional development in nursing].

In previous articles in (ROL 22(1)-22(2)) reference was made to the importance of the organizational milieu as a business policy, particularly in the nursing field. The values of nursing professionals were also mentioned, as well as how to establish these as intangible assets. Although not exclusively, the responsibility to identify these values lies in the hands of nursing administrators. The purpose of identifying the intangible assets of nursing is that these become a useful tool to change or guide the organizational setting in order to better execute the mission of health organizations in a more favorable way. This mission must be related to offering the best possible care and treatment to the community which is being served.

Attitude of Health Personnel↗
PubMed1999

[Organizational culture and professional development in nursing].

There is a lot of talk about the importance of persons in organization and leadership, nothing that the keys to lead the organizational milieu in a positive and beneficial manner have been established for several decades. These keys are related to the values of nursing as a profession and to how these may constitute intangible assets. Nonetheless, identifying such values and intangible assets is not the exclusive responsibility of business managers in the nursing field.

Career Mobility↗
PubMed1999

[Uncertainty, agency relationships and miscommunication].

This author finds it curious that for a long time, whenever I have tried to explain what an agent relationship is, everyone understands the concept with ease. "It's common sense," they usually respond. Nonetheless, it is curious to note to what point agent relationships are ignored by those persons having managerial responsibilities in the majority of businesses in any industrial or service field. We use this statement by the author to introduce the fundamental purpose of this article. Probably, once having read it, any professional would have a clearer idea about such important concepts (in order to realize how costs function and how they are generated inside a health organization) as uncertainty, agent relationships or asymmetrical information. Using a British Airways flight as a comparison, it will be difficult not to understand these terms in their practical applications to the health field.

Communication↗
PubMed1999

[Uncertainty, relationship with agencies and asymmetrical information (II)].

In the second part of this article, the author relates the "knightian" uncertainty to consumer, i.e. patient, preferences and to types of choice, considering that choice in a health organization usually is made based on uncertain, or high risk, expectations whose determination is often difficult. The author reviews the concepts of 1) "ethical risk"--or potencial overuse of a form of treatment when the consumer does not bear its cost directly--, 2) "asymmetrical information", and 3) "adverse choice"; all of which are related to relationships with an agency and therefore, have the corresponding costs derived from these agencies themselves. Finally, the author reviews the "agency theory" and, in relationships to the agency itself, evaluates the "agency costs", costs which are not always evaluated in a just manner. The author make use of the same flight comparison, British Airways flight number 1, as he did in the first part of this article to bring these concepts into health field and to provide a clearer description of these concepts.

Choice Behavior↗
PubMed1999

[Uncertainty, relations with agencies and asymmetric information (III)].

In this the third part of the article on uncertainty, agent relationships and asymmetrical information, Doctor Lara passes through Reykiavik and London on her to her final description in Seville. She takes advantage of this analogy to conceptualize the problem of principal and agent, analyzing generic agency relationships pertaining directly with health organizations. When dealing with the interesting question if the problem of principal and agent in health organizations can be lessened, a few equally interesting answers were formulated: allow the professionals to assume the mission and the values of the organization; a well thought out leadership policy; and improvement in information provided; an incentive policy; compatibility of interests between the principal and the agent; ethics and competitive advantage; quality management....

Decision Making, Organizational↗
PubMed1992

[Splenic abscess: presentation of a case and literature review].

A case of a patient with splenic abscess, a rare pathology, is presented. In large hospitals, no more than 12 cases per year are usually diagnosed and they are only observed in 0.2-0.7% of all necropsies performed in North American hospitals. Its diagnosis is difficult, frequently late and, if untreated, it has a very poor prognosis. Forms of presentation, concomitant diseases, methods of diagnosis and therapeutical alternatives are discussed.

Abscess↗
PubMedDate not supplied

[Uncertainty, relationships with agencies and asymmetric information (IV)].

This last section ends Dr. Ruiz's article in which he conceptualized terms such as uncertainty, principal and agents, information cost, superior and inferior assets, induced demand, consumer preferences,... He has also presented agent relationships inside health organizations and the tolls suggested to lessen the problem of principal and of agent. This last section is dedicated to a deep analysis of one of the aforementioned tools: improving information. At the same time, an appendix which summarizes the concepts discussed throughout the four sections of this article is provided.

Health Care Costs↗
PubMedDate not supplied

[The mission].

After having made a historical review of the concept of mission statement, of evaluating its importance (See Part I), of describing the bases to create a mission statement from a strategic perspective and of analyzing the advantages of this concept, probably more important as a business policy (See Parts I and II), the authors proceed to analyze the mission statement in health organizations. Due to the fact that a mission statement is lacking in the majority of health organizations, the strategy of health organizations are not exactly favored; as a consequence, neither are its competitive advantage nor the development of its essential competencies. After presenting a series of mission statements corresponding to Anglo-Saxon health organizations, the authors highlight two mission statements corresponding to our social context. The article finishes by suggesting an adequate sequence for developing a mission statement in those health organizations having a strategic sense.

Delivery of Health Care↗