[Colorimetric determination of testosterone].
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Androgens↗
Biomedical subjects
L Sachs
Publications and source records attributed to L Sachs.
In vitro transformation of normal cells to tumor cells by carcinogenic hydrocarbons.
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Animals↗
The diagnosis of sex before birth using cells from the amniotic fluid (a preliminary report).
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Amniocentesis↗
'I got a letter...' a qualitative study of women's reasoning about attendance in a cervical cancer screening programme in urban Sweden.
OBJECTIVE: This explorative study aims at investigating how 'healthy' women describe and reason about participation in a cervical cancer screening programme in Sweden. The study is part of a multidisciplinary research project studying a population-based cervical cancer-screening programme from the perspective of different actors. SETTING AND METHODS: Data collection took place at three ante-natal health centres (ANHCs) in demographically diverse areas in the Stockholm region in spring 1995. Interviews were conducted and audiotaped with 66 'healthy' women at the ANHCs immediately before taking a Papanicolau test. Open questions such as 'Why have you come here today?' and 'What kind of test will you take?' were used to initiate the interview. Verbatim transcripts were analysed with a modified phenomenographical method to identify and describe qualitatively different ways of understanding cervical cancer screening. RESULTS: Four different ways of reasoning about cervical cancer screening are described, with only one similar to the biomedical rationale for screening with focus on attending for the test/results. Two types of reasoning refer to the invitation letter as a catalyst, with one emphasizing benefits in attendance and the second emphasizing hinders to attendance. A final way of reasoning focuses on the individual's own proactive role in prevention. Common themes are also identified. IMPLICATIONS: This study complements the research literature by providing a better knowledge base of the variations in reasoning among women attending screening, often seen as a homogenous group. It can contribute to better adapting the screening situation to the varied needs and expectations of the women who attend.
Adult↗
Opportunities and burdens for nurse-midwives working in primary health care. An example from population-based cervical cancer screening in urban Sweden.
In Sweden, nurse-midwives in primary health care are responsible for taking Papanicolaou smears in population-based cervical cancer screening programs. This article discusses the manner in which a group of nurse-midwives, working with the cervical cancer screening program, view both opportunities and burdens inherent in their work. Semistructured interviews were conducted with 21 nurse-midwives engaged in screening at seven antenatal health care centers in demographically different parts of Stockholm, using a team approach to collect and inductively analyze the interviews. Results indicate discrepancies between ideals guiding the midwives and their practice. Positive aspects described by the midwives appear to be related to an ideology of care, whereas perceived burdens include the midwives' sense of powerlessness, lack of congruence between midwives' ideology and screening organization, and lack of professional familiarity with cancer. Several of these features can be related to issues that are challenges for many health care practitioners today, even in other settings. Our conclusion is that the screening program has latent potential for further development of the role of the nurse-midwife as an advocate for women throughout the lifespan and in a variety of situations.
Female↗
Comparison of hormonal and metabolic effects of salbutamol infusion in normal subjects and insulin-requiring diabetics.
A comparison of the metabolic effects of salbutamol in diabetic patients and normal subjects showed that salbutamol infused at 5 and 2 microgram/min (a) stimulated hepatic glucose production to a greater extent in diabetic patients than in normal subjects despite prior restoration of the diabetic patients' fasting blood glucose to normal by an overnight infusion of insulin; (b) caused a greater rise in plasma glucose, free fatty acids, glycerol, and ketone-body concentrations in the diabetic patients; and (c) produced a marked fall in plasma-potassium concentrations. The differences between the diabetic and normal groups were accounted for by an immediate (six-fold) stimulation of insulin secretion in the normal subjects.
Adult↗
Haematopoietic growth factors.
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Animals↗
Getting the most from office temporaries.
Practically every medical practice finds itself short-staffed at one time or another. In some cases, a temporary employee is all that is needed to keep the practice running smoothly. Because of this, many temporary employment agencies today gear themselves specifically to filling both administrative and clinical positions in medical practices. This articles explores when and how to hire a temporary employee. It suggests strategies for preparing for the temporary employee's arrival, orienting the employee to the practice and assigned tasks, and evaluating the temporary worker's performance. In addition, this article offers ideas about working well with temporary employment agencies, as well as likely policies one would encounter when trying to hire a temporary employee permanently.
Office Management↗
Reducing and managing overtime.
Overtime is undesirable for many reasons. It can deteriorate staff morale, reinforce and reward inefficiency, and reach deep into your practice's pockets, often without improving your bottom line. Many employers overuse overtime and hold many misconceptions about their legal obligations. This article explores specific practice management methods for reducing or eliminating the need for overtime. It dispels three popular misconceptions about employers' legal obligations when paying overtime. Finally, it summarizes the basic rules for paying overtime, including how to calculate an employee's regular rate of pay, how to structure a legitimate workweek, and when and how overtime payments should be made.
Efficiency, Organizational↗
How to make staff training more effective.
An employee-training program offers many benefits both to employees and to the professional practice. However, it takes time, effort, and know-how to structure an effective training program. This article offers guidelines for staff training and explores specific training techniques that work. Among these are narrated demonstration, role-playing, flashcard training, study motivation exams, and tuition reimbursement programs. In addition, this article offers a script of a sample role-playing session.
Humans↗
How to handle part-time, flex-time, and job-sharing employees.
Offering employment structures other than traditional full-time positions in your practice can help you draw excellent job applicants and also can enable you to increase morale, job satisfaction, and productivity. However, there are many decisions you must make when offering a part-time, flex-time, or job-sharing position. This article explores the pros and cons of offering alternative job structures. It suggests ways to make part-time, flex-time, or job-sharing positions work most effectively, both for the employee and for your practice. In addition, this article suggests which positions are best suited to alternative structures.
Employment↗
Nonverbal aids for improving staff communication.
Speaking face-to-face is the most common form of communication between doctor(s)/office managers and members of the professional practice staff. However, several nonverbal aids can enhance understanding tremendously and may be used in addition to or instead of speaking. In this article, we will explore when and how to use the best nonverbal communication aids. These include memos, a staff bulletin board, an office mail center, correspondence routing, paycheck inserts, a staff newsletter, and staff surveys. This article also includes a sample staff survey and suggests situations that are not appropriate for using nonverbal aids.
Humans↗
Giving your staff the proper perspective: the 25 basic truths.
In most medical practices, new employees delve into the specifics of their jobs without getting the lay of the land. They do not always know what kind of attitude, conduct, or perspective they will need to succeed in their new jobs. It is up to their new bosses to provide this insight. In this article, the author presents 25 basic "truths" every medical practice employee should know from the start. These truths could be added to a handbook for new employees. In addition, more seasoned staff members could read them; they are in an excellent position to contribute additional "truths" of their own that are specific to the practice and specialty.
Inservice Training↗
How to steer clear of legal hassles when you fire.
Recent court decisions and the publicity they've gotten may explain why lawsuits from ex-employees are on the rise. However, you can keep firing from coming back to haunt you by taking several precautionary steps. In this article, the author suggests what you need to do before, during, and after you fire an employee to help prevent wrongful discharge suits. As well, the article explores steps you can take to keep unemployment benefits to a minimum.
Employee Discipline↗
How to make staff meetings more enjoyable and productive.
Staff meetings are a wonderful practice management tool, if they are well-planned and well-run. This article offers practical advice for planning and running productive staff meetings. It suggests calculating the actual cost of staff meetings and provides a formula for doing so. It describes three basic types of meetings--daily, regular, and special event--and all the how--to's you'll need for running each kind. It offers relevant advice for preparing and circulating a meeting agenda and minutes. It describes how to chair a meeting and suggests when to call meetings and when not to. Finally, this article establishes reasonable meeting expectations and provides a self-quiz to help you measure the effectiveness of your own staff meetings.
Decision Making, Organizational↗
31 ways to spark your staff's creativity and productivity.
Staff creativity can help your practice run more smoothly and give it a competitive edge. In most cases, however, your staff's creativity needs to be fostered. You may do this in three very specific ways. First, you must communicate to your staff that their creativity is wanted and valued. Second, you must establish a climate that is conducive to creative thinking. And, third, you must reinforce staff creativity so it will continue to grow and flourish. This article offers 31 specific methods for achieving these goals, thereby improving your staff's creativity and achievement, as well as your practice's productivity and excellence.
Creativity↗