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Results for “Management Audit”

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At least 181 records · Page 10Linked to original sources
PubMed1999

Predictors of home care readiness for managed care: a multivariate analysis.

As home care agencies change from cost-based reimbursement to the managed care risk paradigm, many lack experience with organizational resources and functions needed to successfully operate in the managed care environment. This survey assessed the level of "readiness" for managed care reported by 162 randomly selected home care agencies in three mid-western states. Managed care readiness was measured by a 32-item mailed questionnaire addressing clinical, financial, operational, and informational systems within each agency. Higher levels of readiness were significantly related to the perception of being ready, proprietary auspices, and moderate agency size in a multivariate regression model. Agencies with these characteristics appear to be well positioned as home care moves into the managed care environment.

Aged↗
PubMed2000

Chronic osteomyelitis in patients with sickle cell disease.

OBJECTIVE: To determine the baseline pattern and audit management modalities of chronic osteomyelitis in patients with sickle cell disease. DESIGN: A retrospective study. SETTING: Jos University Teaching Hospital, Jos, Nigeria from August 1993 to July 1997. PATIENTS: Twenty four patients with concomitant chronic sickle cell disease. INTERVENTIONS: Fifteen patients had operations; eleven had sequestrectomy and curettage while four had incision and drainage. Eight patients were treated with antibiotics alone and one patient refused surgery. MAIN OUTCOME MEASURES: The demographic data of patients, aetiological agents, culture and sensitivity patterns, aetiopathogenesis, treatment modalities and outcome were analysed. RESULTS: Twenty four (36.9%) out of 65 patients who had chronic osteomyelitis also had sickle cell disease. Male:female ratio was 1.2:1. The peak age incidence (37.5%) was in the first decade of life. Seventy five per cent of infections were haematogenous. The most frequently isolated organism was Staphylococcus aureus (58.8%) while the rest were Gram negative organisms. There was no case of Salmonella osteomyelitis. The most sensitive antibiotics were gentamicin and the third generation cephalosporins. Twelve patients (50%) had good results while eight (33.3%) were still undergoing treatment. Complications recorded were persistent discharging sinuses in two cases, recurrence of symptoms in one and pathological fracture with non-union in one patient. CONCLUSION: Though the incidence of Gram negative organisms in causation of chronic osteomyelitis in patients who have sickle cell disease is high (41.2%), Salmonella osteomyelitis may be related to endemicity of the organism in a given locality.

Adolescent↗
PubMed1990

Quality: a systematic approach.

One approach to quality in healthcare is total hospital quality management. It helps hospital staff to focus on the common goal of delivering the best possible health care through a well-defined program. It requires a long-term commitment but it can yield financial benefits and reductions in the cost of mistakes.

Hospital Administration↗
PubMed1990

Prescription for a system.

Health authorities' drug budgets are large and difficult to control. Alan Willson and colleagues outline the system requirements for audit, resource management and costing reports.

Clinical Pharmacy Information Systems↗
PubMed1991

Gearing up for the 1990s.

It would be difficult to address personnel issues in this article, due to the complexities inherent in staffing requirement. However, the approach discussed here is to keep systems simple yet controlled, and to make information available to reduce orientation and training time. By having many of the systems discussed in place, materiel management should be able to react quickly to the hospital's changing needs. In addition, controlling qualitative assets and measuring performance is accomplished, allowing feedback to administration from both a performance and a potential standpoint. By ensuring that the present system is working as efficiently as it was designed, and by having key indicators in place to monitor that performance, the foundations will be in place to react to changing demands on space, inventory investment, and staffing. Having the proper tools to react to these pressures in a professional manner will be necessary to ensure that the logistical systems meet the requirements of the institution as it approaches the 21st century.

Forecasting↗
PubMed1990

System identifies problems of hospital department.

Identifying and quantifying problems within and outside a hospital business unit is essential if quality improvement is to be successful. In the following article, the author describes how to establish a system in which those problems can be identified and dealt with by the managers and staff of any business unit in the hospital.

Cost-Benefit Analysis↗
PubMed1992

A study of evaluation methods for hospital medical care systems.

When we seek to evaluate hospital medical care services, we first collect data regarding the existing system in order to gather information and to develop a method of analysis that we can use for evaluation. We took the OPD system as an example, taking into account systematic OPD services based on queuing theory and computer simulation. As a result of the computer simulation model based on experimental conditions, we were able to offer recommendations for modifications of the present system that could improve patient service. The hospital manager can use this information to aid him in the decision making processes concerning the hospital. A study of the methods for the evaluation of hospital medical care services is important. It is necessary to develop a regional medical care information system as well as a hospital medical care information system.

Computer Simulation↗
PubMed1992

Continuous quality improvement at work in radiology.

The performance of a system depends on how its parts fit together. A radiology department is such a system. When doctors complain to administrators about the time it takes to get test results, the system isn't performing well. Use of the continuous quality improvement (CQI) process helps analyze the system, identify problems and fix them. At Sentara Norfolk General Hospital one year ago, an average 72.5 hours elapsed between the time a radiological examination was completed and a written report delivered. Today, that time is 11.3 hours, and still improving. This article describes Sentara Health System's CQI process and how it worked for radiology.

Hospital Bed Capacity, 500 and over↗
PubMed1993

In the pink?

Most first-wave trusts produced annual reports to be proud of. But, as Ron Hodges discovered, the few which failed to meet the mark provide an object lesson in how not to do it.

Administrative Personnel↗
PubMed1993

Implementing marketing strategy (Part four).

Every organization must monitor and evaluate the performance of its marketing strategies. The health care marketer must continually develop effective measures related to outcomes so that marketing efforts can be justified and garnish the support and resources they deserve. A major task for the marketing executive for the next decade is to develop marketing strategies and prove that those strategies are being met and that they help the health care organization carry out its objective to meet its mission.

Financial Audit↗