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At least 1,099 records · Page 61Linked to original sources
PubMed1998

[Institutional reorganization associated to curricular changes in the School of Medicine of the University of Chile].

The model of medical education of the Faculty of Medicine of the University of Chile is being subjected to important changes. These changes are required to introduce new teaching methodologies and new curricular contents to prepare professionals suited to the needs of the XXI Century. Complex universities need to modify their academic behavior and administrative management, to become competitive with the new universities that proliferate, with drastic changes in play rules and expectancies to accomplish their aims. Universities must reorganize and modify their structures to avoid becoming obsolete in the exercise of teaching and other academic options. The transformations of the Faculty of Medicine are good examples of the resources that have to be mobilized and the organisms that must be adapted to obtain changes that will improve academic efficiency. The continuous assessment of its functioning will establish the usefulness of adopted changes and the need for rectification.

Chile↗
PubMed1998

Athletic spinal cord and spine injuries. Guidelines for initial management.

Unfortunately, spine and spinal cord injuries occur frequently in athletic competition. Most, however, are minor injuries requiring short-term medical treatment and vigilance. This article briefly reviews the athlete who suffers a spinal cord injury in competition while focusing on initial management.

Athletic Injuries↗
PubMed1975

Development of cooperative and competitive play responses in developmentally disabled children.

A behavior management procedure for training cooperative and competitive social play was investigated. Subjects were 5 EMR children who had marked behavior and communication disorders. Baseline data indicated that the subjects exhibited no competitive responses and low levels of cooperative play. Upon instituting a token-praise-feedback procedure, the experimenters observed increases in cooperative play as well as small increases in competitive play. Reinstating the token-feedback procedure after reversal resulted in high levels of competitive play with no change in cooperative play. Several explanations were offered to account for these results.

Child↗
PubMed2005

Costs and quality in loco-regional anesthesia.

Quality can be considered to be a strategic element in the political process of planning and implementation of health and social care, resulting in a form of guarantee for the public through encouraging constructive competition between providers and reducing wasting and poor management. This should also be applied to managing loco-regional anesthesia. Competition is constant between treatments currently available together with a focus on quality and costs. This brings about strict controls on health care costs which should then be based on the evaluation of the results obtained in terms of health. It is obvious that costs for materials, time spent for an intervention, staff employed and structures required to carry it out are unavoidable. Quality is that treatment which maximises the patient's well-being following evaluation of the expected risks and benefits involved in the overall treatment. Acute pain is suffered by surgical patients either due to pre-existing disease, surgical intervention or due to a combination of both these situations. There is a high incidence of postoperative pain. In fact, more than 75% of postoperative patients report to have suffered moderate to severe pain. The same results have been reported in pediatrics and oncology: these results should always encourage the application of clinical quality, taking into consideration the costs involved when carrying out loco-regional anesthesia which aims at improving patient's outcome when undergoing surgical intervention.

Anesthesia, Local↗
PubMedDate not supplied

Handle with care. Avoiding the perils of the RFP process.

Beginning a year ago, with the issuance of the first RFP to service recipients in five southeast Michigan counties, Michigan has sought to control the rising cost of providing health care services to Medicaid recipients through the use of managed care contracting.

Competitive Bidding↗
PubMed1982

Is the decision to merge really a question of access to capital?

Institutional mergers are not a panacea for hospitals with financial or operating problems, and the apparent advantage of multihospital systems does not lie in their access to capital and human resources. The critical disadvantage of independent hospitals may be the result of attitudes held by governing boards. This article suggests that boards adopt new business tenets, especially regarding accountability, risk, pricing, competition, regulation, innovation, resource management, and purpose.

Capital Financing↗
PubMed1984

Competition in health care: strategies from other industries.

Health care managers can learn to adjust to competition by observing companies in other deregulated industries. Six basic strategies will separate the winners from the losers: Increase market share. This strategy requires not only increasing the share of current markets but also introducing new products and services into new markets. Scrutinize operations. Managers must be knowledgeable about strategic planning, adept at product line analysis, and skillful in using management information systems. Prune where necessary. Operations must be periodically reviewed to assess whether programs, products, and services continue to be profitable. Increase productivity. Productivity in this labor-intensive industry is essential. Wages may have to be reduced and staffing levels changed in the future to permit better control of labor costs. Increasing the volume of service, investing in nonclinical technology, and encouraging employee ideas also should be considered in seeking higher productivity. Strengthen the balance sheet. Hospitals should avoid incurring both long- and short-term debt, and they should attempt to accelerate repayment of long-term debt. Not-for-profit hospitals should investigate joint ventures, which spread the financial risk among investors, as means to raise capital to expand their operations. Increase cash. Prudent organizations will establish reserve funds, adopt fund-raising programs, and initiate improved cash collection systems. Health care executives also should reflect on how deregulation may affect their employees, the poor, and access to sophisticated medical procedures. The successful health care organization eventually will position itself in line not only with its markets but also with its mission and values.

Economic Competition↗
PubMed1997

Using self-management procedures to improve the productivity of adults with developmental disabilities in a competitive employment setting.

This study describes the use of self-management procedures, similar to those proposed by Lagomarcino, Hughes, and Rusch (1989), to improve the productivity of 2 women with mild mental retardation who worked in restaurants. Substantial improvements were observed as a function of treatment, and the procedures were deemed acceptable by the participants, their coworkers, and their supervisors.

Adult↗
PubMed1997

Streamlining the physician credentialing process.

It is not anticipated that the demand for physician credentialing information will lessen. Organizations will have to become more cost-efficient in the way that the credentialing process is managed. The use of a uniform application and the emergence of CVOs can help streamline the process. Additional methods for implementing cost reductions and avoiding duplication of efforts in the area of physician credentialing will result as competition increases in the managed care arena.

California↗
PubMedDate not supplied

Measuring service line competitive position. A systematic methodology for hospitals.

To mount a broad effort aimed at improving their competitive position for some service or group of services, hospitals have begun to pursue product line management techniques. A few hospitals have even reorganized completely under the product line framework. The benefits include focusing accountability for operations and results, facilitating coordination between departments and functions, stimulating market segmentation, and promoting rigorous examination of new and existing programs. As part of its strategic planning process, a suburban Baltimore hospital developed a product line management methodology with six basic steps: (1) define the service lines (which they did by grouping all existing diagnosis-related groups into 35 service lines), (2) determine the contribution of each service line to total inpatient volume, (3) determine trends in service line volumes (by comparing data over time), (4) derive a useful comparison group (competing hospitals or groups of hospitals with comparable size, scope of services, payer mix, and financial status), (5) review multiple time frames, and (6) summarize the long- and short-term performance of the hospital's service lines to focus further analysis. This type of systematic and disciplined analysis can become part of a permanent strategic intelligence program. When hospitals have such a program in place, their market research, planning, budgeting, and operations will be tied together in a true management decision support system.

Catholicism↗
PubMed1998

The collision of economics and politics in Medicaid managed care: reflections on the course of reform in Maryland.

One of the most dynamic areas of health policy is the transition of Medicaid programs to managed care and market competition. Maryland has been a leader in this trend, initiating three different systems of managed care for the Medicaid population during the 1990s as it searched for an ideal plan. The Maryland experience illustrates the complex new demands that policy makers are facing. Health plans are expected not only to deliver budgetary savings, but also to improve the quality of their services and guarantee a place for safety-net providers in their delivery systems. As a result, there is a sizable gap between the original savings projected for the new Maryland system and its actual capacity for cost containment. The apparent collision between economic assumptions and political realities, however, may point the way to a constructive synthesis--a form of managed care that balances economy with important community, professional, and personal values.

Child↗
PubMedDate not supplied

Laboratory administration--capital budgeting.

The process of capital budgeting varies among different health-care institutions. Understanding the concept of present value of money, incremental cash flow statements, and the basic budgeting techniques will enable the laboratory manager to make the rational and logical decisions that are needed in today's competitive health-care environment.

Budgets↗
PubMed2005

Competition in health care: what does it mean for nurse managers?

The English Government has launched a series of radical market-orientated reforms whose goal is to get the National Health Service to 'act smarter' by undermining with public-private competition the monopoly power of providers, in particular 'inflexible' National Health Service hospitals and medical practitioners. The failure of nurses and managers to remedy well established problems in the delivery of health care, for instance variations in medical practice, medical errors and the continued absence of measures of patient outcome or clinical success, together with slow changes in waiting time performance, has persuaded Mr Blair to use the market to induce more rapid change. Whether this unevaluated and radical social experiment will succeed is impossible to forecast precisely. However, it will oblige nurse managers to have increased recourse to the evidence base and the need to translate such material in improved practice. It will also oblige them to be able to access and use in their day-to-day management improved administrative data about practice activity and patient outcomes.

Economic Competition↗