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At least 919 records · Page 51Linked to original sources
PubMed1994

Management ... working day of a health services manager. Plymouth Community Services NHS Trust.

Rae Wallin is Director of Personnel, Plymouth Community Services NHS Trust, a trust with 2000 staff and a budget of 40m pounds. Ideally, work and home life are strictly compartmentalised but this does not always happen in practice; there is a challenge in balancing the needs of both. Senior managers are under enormous pressure in today's NHS; for women, Opportunity 2000 has not yet really changed things.

Administrative Personnel↗
PubMed1995

The evolving role of pharmacy benefits management firms in a managed care environment.

The next five to seven years will see a major shake-up in the pharmacy benefits management industry. A highly competitive race is underway between independent, retail pharmacy chain-sponsored and pharmaceutical manufacturer-controlled PBMs to see who will develop and monitor prescription drug efficacy protocols that reduce the total costs associated with an episode of illness.

Clinical Protocols↗
PubMed1995

Keeping the "care" in managed care: the importance of the therapeutic relationship and psychosocial factors in the managed care setting.

There is much truth in the adage that "the more things change, the more they stay the same." Nowhere does this seem more apparent than in health care where, amidst monumental reconfiguration, basic foundations of physician-patient relationships and attention to the impact of psychosocial factors on health and health care delivery remain as critical influences. While the importance of the therapeutic relationship and the influence of psychosocial factors in medical care has been clear in traditional systems of delivery, these factors may be even more critical in managed care systems. These emphases must be incorporated by design, however, and not left to default.

Holistic Health↗
PubMed1995

TennCare: managed care or managed financing?

Tennessee's troubled experience in shifting 1.2 million Medicaid beneficiaries into managed care virtually overnight has important lessons for other state governments and health systems.

Budgets↗
PubMed1994

Management training for medical managers.

In the light of changes in the NHS requiring medical staff to take on managerial roles, the North Western RHA carried out a survey of clinical directors' need for management training. Dr David Allen and Sue Brimelow outline the results.

Attitude of Health Personnel↗
PubMed1995

To manage or to be managed: that is the question.

As managed care becomes more common, physicians must take part in its evolution or lose their autonomy. The author proposes "the Ben Franklin scenario," which emphasizes six elements: consumer-provider choice, enrolled population, community-weighted capitation, organized practice, prospective budgets, and cost-effective health care. Prototypes for health care reform are also examined.

Cost Control↗
PubMed1997

Information for management--the extent of information management in the acute care hospital sector.

The article explores the contributions of information and information technology to health care management by means of a study into current information use in a small acute care hospital and the preparations for new general practitioner purchasing systems. The findings highlight the interdependency between manual and computer systems and key departments in the hospital. With increased emphasis on primary health care, there is a greater need for information sharing between the hospital and general practitioners. Provision of information itself becomes a factor in determining service quality. Information systems are therefore emerging as an element in gaining competitive advantage in hospitals in the United Kingdom.

Diffusion of Innovation↗
PubMedDate not supplied

Anaesthetic assessment and management of cardiac patients for non-cardiac surgery. Part 2: Management.

In an earlier article in this journal (June 1999) we discussed the risk that the presence of cardiac disease poses to patients undergoing non-cardiac surgery. We outlined factors in the patient's medical history, examination findings and the value of various tests in arriving at an overall assessment of risk for any given patient. In this article we concentrate on the management of these patients as they undergo surgery itself. We shall consider what measures may usefully be employed in order to minimise the risk of an adverse cardiac event occurring in the perioperative period.

Adrenergic beta-Antagonists↗
PubMedDate not supplied

Strategic human resource management: redefining the role of the manager and worker.

Health-care managers have long been sensitive to the importance of physical resources (technology, space) and financial resources to the success of service delivery. During the last several decades, the value and potential for development of a third element, the human resource has gained new recognition. The importance of viewing personnel as an expandable resource, addressed in an organization's strategic plan, is crucial to meet challenges faced in a rapidly changing health-care environment.

Delivery of Health Care↗
PubMed2000

Orthopaedic management of chronic pain: pain management for the cancer patient.

Chronic pain is best managed through a multidisciplinary approach, which includes traditional and nontraditional therapies. Orthopaedists probably deal with chronic pain patients more than any other medical specialists. As Foley points out, it is critical that a trusting relationship between the patient and the physician is established; a relationship in which the patient believes the physician is taking the pain symptoms seriously and intends to address the pain aggressively. Although dealing with chronic pain can be a very frustrating part of orthopaedic practice, it can also be seen as a challenge.

Analgesics↗
PubMed2000

Managing the lifeline: preemptive access management for better outcomes for hemodialysis patients and programs. Medical Review Board of The Renal Network, Inc.

Problems with vascular access for hemodialysis patients contribute substantially to the morbidity, mortality, and high costs associated with renal replacement therapy. Data from the Network 9/10 Regional Hemodialysis Vascular Access Quality Improvement Project show evidence of incremental improvements, with more native vein fistulae and fewer grafts. However, increased numbers of catheters were observed, and still fully 32% of the catheters in place were associated with no internal access created after more than 90 days on dialysis. This article reviews recent contributions to understanding patterns of access-related care, pathophysiology of vascular access complications, and new approaches to achieving the preferred native vein arteriovenous fistulae. A financial analysis shows that dialysis units that employ dedicated access management personnel can expect bottom-line benefits that will easily cover the added expense. These benefits will be in addition to improvements in morbidity and mortality for patients.

Arteriovenous Shunt, Surgical↗
PubMed2000

Evaluation of the American Academy of Pediatrics Principles on Management of Common Office Infections in a managed care setting.

The American Academy of Pediatrics has outlined principles for management of common office infections. We evaluated the impact of these principles at St. John's Health System. Study design was a pre and post guideline analysis of claims data and a randomized chart review. There was a high baseline compliance present with the AAP recommendations. There was a 33.5% increase in the use of throat cultures or streptococcal agglutination screens for diagnosis of upper respiratory infections (p = .001) and an 86% decrease in the use of sinus films (p < .001). We conclude that the AAP principles resulted in a significant change in clinical practice.

Adolescent↗
PubMed2003

Contemporary issues in risk management: "risk management for dentists".

The management of the clinician who generates complaints and claims on a regular basis, raises issues of professional responsibility and presents ethical challenges for the defence team, in addition to the immediate practical need for advice and representation. This short session examines some of these issues and suggests some ways that are already being used to address them.

Dentists↗