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At least 541 records · Page 30Linked to original sources
PubMed2000

Audit of early bladder management complications after spinal cord injury in first-treating hospitals.

OBJECTIVE: The incidence of spinal cord injury is on the increase. It has been observed since World War II that proper initial management of the paralyzed bladder is a key factor in the prevention of complications of the urinary tract and renal function. METHODS: All traumatic spinal cord-injured patients admitted to the Thuringian Spinal Cord Rehabilitation Center, Sülzhayn, Germany, between January 1994 and December 1995 were reviewed for the method of initial bladder management, and all complications and events related to the urinary tract during the period from the date of injury/initial treatment in community-based hospitals to the date of transfer to our center were analyzed. RESULTS: The cohort included 170 spinal cord-injured patients (40 females, 130 males; mean age 35. 6 years). At the time of transfer to the rehabilitation center 48.8% of the patients still had an indwelling urethral catheter, 29.4% had a suprapubic catheter, and only 16.5% of the patients were on intermittent catheterization. The urine cultures were positive in 100, 44 and 28.6%, respectively. Severe complications due to an indwelling urethral catheter were seen in 15 patients. CONCLUSION: In contrast to early intermittent catheterization, indwelling urethral catheters are associated with a high complication rate. At the end of this century, the results of this study are most disappointing. There seems to be a lack of knowledge regarding sufficient bladder management in many hospitals and departments initially treating acute spinal cord-injured patients.

Adolescent↗
PubMed1990

Towards a common vocabulary for identifying management issues in health projects.

Management issues are one of the most important constraints in achieving social sector development objectives. The practice of labeling a variety of operational weaknesses as management problems hinders diagnostic power and, hence induces a low probability of removing or reducing management constraints. Moreover terms related to management are used differently. The set of terms presented here disaggregates the concept of management into nine discrete measurable management tasks: planning systems, beneficiary analysis, provision of goods and services, procurement and logistics of materials, financing and budgeting, organizational design, personnel, leadership, and control systems. The nine functional management areas are applied to three stages of a project cycle, viz. sector analysis/project identification, project design/project appraisal, and project implementation/project supervision. The set of terms proposed is seen as a first step towards developing a common vocabulary for identifying management issues in health projects.

Financial Management↗
PubMed2001

A multi-district audit against national guidelines for the management of uncomplicated genital Chlamydia trachomatis infection.

A regional audit group in genitourinary medicine (GUM) developed a method to assess their practice using peripatetic audit workers. An audit using 2 audit proformas recorded information relating to an agreed selection of standards contained within the national guidelines for the management of uncomplicated genital chlamydial infection. An audit worker (ADP) reviewed patient records of a sample of cases. Nine GUM clinics throughout the Yorkshire region participated in the audit; 489 cases out of a total annual workload of 2358 cases positively diagnosed as uncomplicated chlamydial infection were reviewed. Variations in compliance with the standards for confirmation of test results and the time from diagnosis to treatment were seen. Recording of discussions, advice and contact tracing activity were limited or separated from the main patient record, making assessment of practice difficult. Post-audit meetings of the group led to action on these areas and commitment to re-audit with the same standards and methods.

Ambulatory Care Facilities↗
PubMed2005

Consistency.

Consistency is a reflection of having the right model, the right systems and the right implementation. As Vince Lombardi, the legendary coach of the Green Bay Packers, once said, "You don't do things right once in a while. You do them right all the time." To provide the ultimate level of patient care, reduce stress for the dentist and staff members and ensure high practice profitability, consistency is key.

Efficiency, Organizational↗
PubMed1991

Evaluating the HR function.

HR departments are evaluated more frequently in organizations that have created a human resource mission statement.

Industry↗