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At least 217 records · Page 12Linked to original sources
PubMed1999

Awareness of and compliance with recommended screening procedures: a comparison of HMO and fee-for-service enrollees.

Managed care organizations, particularly HMOs, have emphasized disease prevention and early detection (screening) programs as a component of high-quality, cost-effective medical care. Studies in the 1980s found higher levels of utilization of screening by HMO enrollees compared with individuals enrolled in fee-for-service (FFS) plans, although this pattern is less clear in more recent reports. This paper reports on an analysis of a survey designed to determine awareness, compliance, and potential barriers to participating in common screening tests by adults living in Hillsborough County (greater Tampa), Florida. A random digit--dialing telephone survey of a stratified random sample of 500 adults over 18 years of age was conducted. Health plan enrollees were found to be younger, more likely to receive health insurance through an employer, and were more likely to have a regular source of health care. Few statistically significant differences, however, were detected in awareness of or compliance with recommended screening procedures between HMO and FFS enrollees in the study. Consistent with other recent research, these findings suggest that the changing nature of managed care, from traditional staff models toward IPA or network-hybrid models, has somewhat reduced HMOs' influence on prevention and screening services.

Adult↗
PubMed2005

A participatory approach to the promotion of well-being in the workplace: lessons from empirical research.

Workplace stress and burnout are recognized phenomena which impact negatively on the delivery of care by health and social work organizations. In an attempt to address the negative consequences of stress in the workplace, a collaborative Participatory Action Research project (PAR), involving two large organizations, namely a Healthcare Trust and a Social Services Organization in the United Kingdom (England) was conducted. The project involved a team of professionals from Anglia Polytechnic University working with senior managers and employees of a health care organization and latterly with managers of a Social Services Organization (SSD) to develop a mental well-being strategy in each of these workplaces. This involved organizing and running of a series of five workshops in each of the two organizations and additionally surveys to determine the extent of the problem on staff and effects on their working and personal lives. An overview of the processes and reflective critique of the strengths and weaknesses of participatory action research methodology is provided. The short, medium and long-term strategies formulated by the active engagement of staff in the workshops, and the challenges in delivering and responding to these issues are carefully detailed. Recommendations are made for future collaborative work within hierarchical organizations and more importantly, the implications of delayed response to governmental policies.

Data Collection↗
PubMed1989

Managing innovation to overhaul a patient-care environment.

Innovation in public service organizations must be managed, just as it must be in any business. However, in older, large public organizations, specific strategies are needed. One such strategy is described in development and impact. The first step was utilizing external demands to create an atmosphere in which change was accepted as necessary. This was followed by a relaxation of top down procedural direction accompanied by persistent concentration on establishing new standards and objectives. The final major component was a management system intended to guide and shape development of innovations into an integrated program effectively addressing the new objectives and standards.

Attitude of Health Personnel↗
PubMedDate not supplied

[The balance between quality and resources in health care organizations: study on a hospital cleaning service managed in outsourcing].

The study analyses the performances of a hospital cleaning service managed in outsourcing with respect to the balance between available resources and expected quality standards. Data were referred to a high specialization hospital and were collected through a multiple approach (interviews, cost analysis, performance simulations and field investigations). A difference (48%) emerged between expected and observed standards. In order to quantify the estimated gap, two models were examined with respect to personnel costs (euro 7.09/hr for NHS personnel and euro 4.5/hr for private personnel). Additional resources needed to achieve required standards resulted respectively 182% and 115% of the invested budget. This result stresses the importance to define the minimum standard to be guaranteed for safe and clean environment in health care organizations and the break-even point between quality and costs, leaving the single institutions the decision about additional quality level and resources needed for it.

Housekeeping, Hospital↗
PubMedDate not supplied

The ethical imperative in health services governance and management.

Increasingly, administrative and biomedical ethical issues affect decision making in health services organizations. Although the ethics of biomedical decision making affect governance and management, this article is limited to administrative ethics: fiduciary duty, conflicts of interest, confidential information, resource allocation, and consent. Those who govern and manage health services organizations face an ethical imperative: They are moral agents with an independent duty to protect patients and further their interests. This duty is separate from any existing between care givers--such as physicians--and patients. It may complement other relationships, but it is always present. This imperative will become more difficult to attain. The potential conflict between economic and patient interests lies close to the surface in the patient care relationship, and maintaining it undoubtedly will be exacerbated by competitive pressures. The ethical implications of this conflict for those who govern and manage health services organizations are enormous.

Confidentiality↗
PubMed2003

Bipolar disorder ignored by the Mental Health National Service framework but not forgotten by the British Association for Psychopharmacology.

Bipolar disorder (BD) is a severe mental illness that has been largely ignored by the National Service Framework (NSF) for Mental Health. This is particularly notable because it is associated with a higher suicide rate than schizophrenia and has a greater burden of disability. The NSF offers little guidance on service models that specifically consider BD. This is of concern because of the complexities that are inherent in the management of BD. These deficiencies in the NSF may have far-reaching implications for resource allocation, service organization, and patient management and well-being. Moreover, the standards and performance targets laid out in the NSF will be difficult to meet if this important and common mental illness is not specifically catered for in mental health services. Local Implementation Teams would be well advised to take note of the recently published British Association for Psychopharmacology guidelines for the management of BD.

Antidepressive Agents↗
PubMed1993

Service management: an epidemiological model of health services organization.

The New Zealand health system is undergoing a major paradigm shift. Services and programs have largely replaced hospitals and other institutions as the basic organizational framework, with each service having an epidemiologically defined responsibility for the provision of integrated personal and public health services for the population it serves. Primary health care as the infrastructure service is being implemented in some areas. These changes are being reinforced by the National Government's continuing reform process in which population-based and funded regional health authorities are purchasing all health services--primary, secondary, personal, public, acute and continuing--from a capitated and capped budget based on meeting the health needs of their populations.

Comprehensive Health Care↗