Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Management Service Organizations”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 109 records · Page 6Linked to original sources
PubMed1998

Physician-hospital integration strategies: impact on physician involvement in hospital governance.

This study investigated the impact of three physician-hospital contractual arrangements (PHCAs)--joint ventures, management service organizations, and not-for-profit foundations--on physician involvement in hospital governance and physician-hospital relationships. Analysis of data collected from a national sample of 1,013 hospitals revealed that PHCAs generate greater physician involvement in hospital decision making and result in lower physician-hospital conflict.

Budgets↗
PubMed2004

A population-based case-control study of occupation and renal cell carcinoma risk in Iowa.

A case-control study involving 406 incident cases and 2,434 controls was conducted in Iowa to examine the association between occupational exposures and renal cell carcinoma risk. After adjusting for major confounders, an increased risk was observed for men among mechanics and repairers (odds ratio [OR] 1.9, 95% confidence interval [CI] = 1.2-2.9); assemblers (OR 2.5, 95% CI = 0.8-7.6); automotive dealership and service station employees (OR 1.9, 95% CI = 0.9-3.9); wholesale traders of durable goods (OR 1.5, 95% CI = 0.7-3.2); farm product vendors (OR 4.4, 95% CI = 1.3-15.5); service organization managers (OR 2.2, 95% CI = 1.0-5.1); financial specialists (OR 2.7, 95% CI = 1.0-7.6); sales occupation supervisors (OR 1.8, 95% CI = 1.0-3.3); guards (OR 5.4, 95% CI = 1.4-20.7); and general farm workers (OR 1.9, 95% CI = 1.0-3.7). Among women, an increased risk was found for employees in depository institutions (OR 3.6, 95% CI = 1.1-11.3); colleges and universities (OR 7.6-95% CI = 2.3-25.6); and retail, including those in grocery stores (OR 2.2, 95% CI = 1.0-4.7). Our results indicate that occupational exposures may increase the risk of renal cell carcinoma.

Adult↗
PubMed1985

Paying the piper and calling the tune: accountability in the human services.

The author reexamines the issue of accountability from the perspective of administrative implications for human service organizations, both voluntary and governmental. Financial and non-financial measures of organizational activity are explored, along with a series of political and pragmatic considerations, from the viewpoint of human service organization managers. Reviewed are the implications of accountability expectations within the areas of planning and budgeting, obtaining funds, allocating resources, record keeping, monitoring and evaluating, reporting, and auditing.

Efficiency↗
PubMedDate not supplied

Driving forces behind integration: weigh your options.

Collaborative relationships between hospitals and physicians can take many forms. Before you choose your strategy, consider the benefits and drawbacks of each. Many of America's hospitals and physicians are rushing to integrate their services through a variety of collaborative options. Their haste has been encouraged by many factors. Before hospitals and physicians react to the driving forces around them, they should carefully consider the pros and cons of four types of collaborative options: 1. management service organizations, 2. physician-hospital organizations, 3. practice acquisition models, 4. equity models.

Cost-Benefit Analysis↗
PubMed1991

Fixing the quick fixes to physician relations.

Traditional methods for cooperation among hospitals and physicians have not been successful at warding off problems that prompt hospitals and physicians to work together in the first place. Management service organizations and income guarantees have left hospitals open to third-party payer contracting problems, legal risks, and poor spending decisions. A solution perhaps begins with hospitals and physicians' groups finding a way to align their strategic planning processes.

Group Practice↗
PubMed1995

MSO growth, vertical vs. 'virtual' integration to top 1996 trends list.

After a whirlwind 1995, what's coming for healthcare systems in 1996? Not much time to rest, predicts Alan Zuckerman, executive vice president, Chi Systems Inc., Philadelphia. More intense competition between for-profit and not-for-profit health systems, a rising debate over vertical vs. "virtual" integration and a wave of management services organizations could define 1996.

Cost Control↗
PubMed1993

Three major models. Before you build your network, consider these legal angles.

Confused about the details of the legal models for integrated delivery systems? You have reason to be. Attorneys structuring the systems say nearly every one is different--shaped by its owners, participants and local environment. Though few generalizations can be made about the structures, three basic models are emerging: a management services organization (MSO), a medical foundation, and a fully integrated entity.

Comprehensive Health Care↗
PubMed1996

Evaluation of U.S. Public Health Service programs. Organization and management.

This article provides an overview of evaluation in the Public Health Service (PHS) of the U.S. Department of Health and Human Services. The kinds of evaluation activities are outlined with illustrations of recently completed studies. The overview includes information on resources, policies, and management of evaluations conducted by the various PHS agencies and programs. In particular, the department's new efforts to better disseminate evaluation results through the Internet are described. The article concludes with a discussion of future prospects of how PHS evaluations will play a role in implementation of the Government Performance and Results Act (GPRA).

Computer Communication Networks↗
PubMed2003

Postoperative pain management on surgical wards-impact of database documentation of anesthesia organized services.

Postoperative pain management (POPM) should be based on an organization exploiting existing expertise and documenting the outcome of the POPM in each individual patient. The aims of the present study were to evaluate the adequacy of database documentation of POPM of an anesthesia organized, nurse-based, anesthesiologist-supervised acute pain service (APS) on surgical wards and to assess to what extent the information obtained was continuously used to improve practice. From 2890 registered cases in the database (patient controlled analgesia, n = 1975; epidural analgesia [EDA], n = 915), a homogeneous two-year sample of documentation charts from use of EDA for POPM in connection with major, open, abdominal surgical procedures (n = 381) was chosen for detailed analysis. The data charts contained information on patient data, drug dosage, total amount of infused drug, duration of EDA treatment, occurrence of side effects, and patient's level of satisfaction. The database information was easily accessible making assessment of relevant aspects of the routines, including associations between analgesic technique, patient related factors, and satisfaction with the services, immediately available. Only 58% of the data charts were properly completed and fed into the database but the clinical safety of the missing nondatabase documented sample was not found jeopardized. Although the database documentation routines were considered to fulfill basic requirements of data collection and monitoring of the appropriateness of POPM, they were not found to function optimally. The reason seemed to be inadequate feedback of information between the parties involved in the POPM services. The present study stresses the importance of establishing routines for adequate, continuous feedback of recorded audit data from the APS team to the surgical wards for the maintenance of a high level of compliance with accepted guidelines.

Adolescent↗
PubMed1995

Strategic marketing in the NHS: Kwik-health NHS Trust.

Unlike managers in most service organizations, hospital managers do not have significant control over the shape or cost of the service product or the manner of its delivery. Hence, the crucial issue for hospital management to address is how to develop the marketing of a service the control of which is divorced from those with the strategic market perspective. While the internal management of hospital care in NHS is in its infancy, initial developments such as clinical directorates point the way forward in creating a market orientation within provider units. Ultimately, it must be considered what degree of influence over clinical decisions affecting hospital services is realistic, ethical and desirable for strategic marketing and business services. Arguably there is a case for the adoption of some middle ground, with both sides moving from their present positions but perhaps with the clinicians moving furthest.

Consumer Behavior↗
PubMed2002

Quality measurement and accountability for substance abuse and mental health services in managed care organizations.

OBJECTIVES: To analyze managed care organizations' (MCOs') use of behavioral health quality management activities using nationally representative survey data. MATERIALS AND METHODS: The primary data source is the Brandeis Survey on Alcohol, Drug Abuse, and Mental Health Services in MCOs. Using a sampling strategy designed for national estimates, we surveyed 434 MCOs in 60 market areas (response rate = 92%) regarding their commercial products' behavioral health services in 1999. Of these, 417 MCOs reported clinically oriented information for 752 products. We investigated the use of four behavioral health quality management activities: patient satisfaction surveys, clinical outcomes assessment, performance indicators, and practice guidelines. chi tests and logistic regression were used to determine effects of product type (HMO, PPO, point-of-service) and behavioral health contracting arrangement (specialty contract, comprehensive contract including general medical and behavioral health, internal provision). RESULTS: Three-quarters of products used patient satisfaction surveys (70.1%), performance indicators (72.7%), and practice guidelines (73.8%) for behavioral health. Under half (48.9%) assessed clinical outcomes. HMO products were most likely, and PPOs least likely, to conduct activities. Quality activities were significantly more common among specialty-contract products. Logistic regression showed significant negative effects on quality activity use for PPO and POS products compared with HMOs. For clinical outcomes, specialty- and comprehensive-contract arrangements had significant positive effects. There were interactions between product type and contract arrangement. CONCLUSIONS: Most commercial managed care products use patient satisfaction surveys, performance indicators, and practice guidelines for behavioral health, whereas clinical outcomes assessment is less common. Product type and contracting arrangements significantly affect use of these activities.

Chi-Square Distribution↗
PubMed2002

Performance management data systems for nursing service organizations.

Increasing demands are being placed on nursing administrators to manage the cost-efficiency and quality-effectiveness of the nursing service organization. One effective administrative tool that can be used for both internal management and external reporting of a nursing service organization performance is the performance management data system described in this article. While efforts are underway to build essential elements of a performance management data system, including the structure and content of nursing-sensitive databases and data management methods, no consensus has been reached. The author reviews the relevant literature and offers guidelines to take the nursing administrator through the process of developing a performance management data system. Beginning with a conceptualization of the nursing service organization as a system, the 5-phased process moves through data variable selection, data variable measurement, and data analysis to the final internal and external reporting of the organization's performance.

Cost-Benefit Analysis↗
PubMed2003

Community rehabilitation, or rehabilitation in the community?

PURPOSE: Political and other considerations are increasing the profile of 'community rehabilitation' but there is little agreement on the nature of community rehabilitation or its benefits and disadvantages. This paper clarifies some of the underlying conceptual and evidential matters in the context of the WHO International Classification of Functioning model of disablement. CLASSIFICATIONS: Rehabilitation services can be classified by their specialist skills (e.g. spinal injury services, wheelchair services), by the geographic location of the service (e.g. inpatient stroke service), by the organization managing the service (e.g. social services rehabilitation service), or by location of service delivery. There is no useful consistent comprehensive classificatory system, and all classificatory labels may carry hidden implications. EVIDENCE: The evidence suggests that rehabilitation is more effective when given in the patient's own environment. It also suggests that most so-called community rehabilitation teams are relatively short-lived and are not multi-disciplinary and not expert. SOLUTION: We should work towards a network of rehabilitation teams, some specialized in specific diseases or interventions, and some in longer-term involvement with patients in the community with special emphasis on increasing social participation and ensuring good support. At all times we should balance the advantages of delivering the service in the patient's home against the obvious problems concerning practicality and the equitable use of scarce specialist staff time.

Community Health Services↗
PubMed2006

Client satisfaction with rural substance abuse case management services.

Although many substance abuse organizations offer case management services, little is known about clients' satisfaction as consumers of case management services. The purpose of this study was to evaluate consumer preferences regarding the delivery of case management services in a rural substance abuse treatment program. For this study, 120 clients (30 in each of four research conditions) were interviewed about their experiences in the Iowa Case Management Project (ICMP), a field-based clinical trial evaluating a strengths-based model of case management for rural clients in drug abuse treatment. A mixed-method approach evaluated clients' responses from a semistructured interview. Most clients preferred meeting with their case manager in their own home. Clients also stated that they preferred specific characteristics of case management services-namely, convenience, privacy, comfort, and accessibility. Finally, clients wanted more time with their case managers over time. Although clients in drug treatment are not often considered as consumers, we found that client satisfaction with case management services could be studied and that clients appreciated being asked about their experiences. By targeting perceived and actual barriers to meeting with case managers (e.g., availability of transportation), service utilization by clients may be increased along with overall satisfaction.

Adult↗
PubMed2004

Re-organizing services for the management of upper gastrointestinal cancers: patterns of care and problems with change.

The 'Calman-Hine' report (1995) recommended that cancer surgery should be limited to specialist high-volume units. National guidance from the National Health Service (NHS) Executive in 2001 stated that specialist oesophagogastric cancer centres should 'aim to draw patients from catchment areas with a population of 1-2 million.' For pancreatic cancers, the catchment areas should be between 2 and 4 million, reflecting the relatively lower incidence of disease. For the West Midlands region, these recommendations would suggest that four or five centres might be required to provide specialist surgical management for oesophagogastric cancer, and one or two centres for pancreatic disease. We used Hospital Episode Statistics to analyse trends in management patterns for these tumours within the West Midlands during the period 1992-2000. Over 20 different units were involved in the management of oesophagogastric and pancreatic disease, and we were unable to discern any clear and consistent move towards the centralisation of the upper gastrointestinal work in high-volume units since the publication of the Calman-Hine report in 1995. Although the drive for centralisation might be anticipated to increase following the publication of the NHS Executive's guidance, there is a substantial way to go before the provision of surgical services for upper gastrointestinal cancers is limited to a small number of high-volume specialist units.

Cancer Care Facilities↗