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At least 1,657 records · Page 92Linked to original sources
PubMed2005

Emergent themes in the sustainability of primary health care innovation.

A synthesis of the findings of the five studies of sustainability of primary health care innovation across six domains (political, institutional, financial, economic, client and workforce) yielded three main themes. These were: the importance of social relationships, networks and champions; the effect of political, financial and societal forces; and the motivation and capacity of agents within the system. The need for routine assessment of the sustainability of primary health care innovations is discussed. Given the dearth of literature on the sustainability of primary health care innovation, there is potential to develop a program of research directed towards a future synthesis of evidence.

Clinical Competence↗
PubMed1992

Developing a quality improvement program in materiel management.

Materiel management frequently considers itself a service organization but infrequently considers the service provided as contributing to quality patient care. Quality patient care can only be delivered if every department is delivering quality service. Materiel management's ultimate customer is the patient waiting for the supply that is to be delivered by central stores or the prosthetic device to be obtained through purchasing. Quality service is the key to success, and materiel management must be proactive and deliver quality services.

Cost Control↗
PubMedDate not supplied

Great comeback rates AHA award. Franciscan Children's develops less costly, alternative programs to save hospital.

After struggling financially for several years, Boston-based Franciscan Children's Hospital wins the coveted "Great Comeback of the Year" award. With the award, the hospital produces a PR campaign that resulted a plethora of television, print and radio stories. Officials of the Franciscan Children's Hospital announced its financial soundness and commitment to its Boston market area.

American Hospital Association↗
PubMed1985

Programming by objective links objectives to the cost of achieving them.

At present, few program budgeting models relate program objectives to the cost of achieving them. How can the manager know objectives are met efficiently? Is the objective worth the cost to achieve it? With the programming by objective model, such a link between cost, objectives, and efficiency is made. Using five separate but interrelated steps--planning, programming, budgeting, control, and evaluation--the manager can develop program and spending plans that relate costs and objectives and help the manager meet program objectives efficiently.

Budgets↗
PubMed1988

The physician-executive: Part 2. The mature physician. Retooling for management roles.

Many physician-managers enter the field of management in mid-career. There are ample opportunities for learning the principles of management through societies such as the American Academy of Medical Directors, through graduate degree and shorter programs targeted to mature physicians, and through institutionally developed programs of continuing education. Mastery of these principles requires application in practice. The challenges are great, and both personal satisfaction and financial rewards are good; but there is more risk in retaining such a position than there is in the practice of medicine.

Career Mobility↗
PubMedDate not supplied

Developing an outcomes management program in a public health department.

A local public health department planned and implemented a comprehensive outcomes management program over a 5-year period. Critical components included commitment of leadership and staff, collaborative decision-making related to clinical record software selection, extensive staff training and support in documentation and automation, and ongoing evaluation. This successful program now provides reliable and valid quantitative outcomes data for the department.

Computer Literacy↗
PubMed2002

[Barriers and need for support in the primary care of depressive patients].

The aim of the study was to record the difficulties and barriers in the management of depressive patients faced by primary care physicians, their self-reported competence and need for support. In this study a questionnaire was sent out to 960 physicians, of whom 180 replied (response rate: 19%). This sample matches the total sample in essential dimensions such as age, sex and special field. From the results retrieved it can be concluded that apart from organisational structural factors the greatest barriers in the treatment of depressive patients are created by the patients' behaviour, i.e. mainly scepticism and reluctance towards treatment. The physicians rated their own competence in treating depression highly, especially concerning diagnostics and primary care. Accordingly, physicians reported they required support in more specific areas (mainly in the management of suicidality). The results are discussed with respect to their implications for professional development programs. Two central aspects were identified: a) the development of practice-oriented measures that can be used to improve guideline-based health care and b) the explicit involvement of patients into treatment processes.

Delivery of Health Care↗