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Results for “ADMINISTRATIVE MANAGEMENT”

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At least 19 recordsLinked to original sources
PubMed1986

Attitudes to the administrative management of service patients with epilepsy and related disorders among army physicians.

The case histories of ten patients suffering from epilepsy or related disorders were sent to all serving Consultant Physicians and Senior Specialists in Medicine in the Army. They were asked their opinions on the PULHEEMS Grading and restriction of duty in each case. In many cases there was a wide range of opinion on the management. Clearer guidelines concerning the diagnosis and administrative management of patients need to be drawn up to allow Service physicians to be consistent and fair to their patients.

Adolescent↗
PubMed2000

Predicting turnover and retention in nursing home administrators: management and policy implications.

Administrator turnover and its impact on the quality of patient care are important concerns in the nursing home industry. This study evaluates a model to determine which factors, attitudes, and personal characteristics can predict tenure. Responses to a survey from 290 nursing home administrators (NHAs) who furnished data on their previous positions were analyzed using logistic regression methods. The extracted model correlates tenure with the administrator's past patterns of stability, community attachment, organizational commitment, and facility performance. The model is particularly effective (85% accuracy) in flagging NHAs who are likely to depart within their first 3 years of employment. Implications of these findings for recruitment, retention, and licensure policy are discussed.

Attitude of Health Personnel↗
PubMed2004

Leadership, administration, management, and professionalism (LAMP) in physical therapy: a Delphi study.

BACKGROUND AND PURPOSE: The knowledge and skills needed by physical therapists entering practice in the areas of leadership, administration, management, and professionalism (LAMP) are not known. Using the LAMP components identified by American Physical Therapy Association's Section on Administration, this study sought to define the range of LAMP content pertinent to physical therapy clinical management and to explore LAMP knowledge and skills required of physical therapists upon entry into the profession. SUBJECTS AND METHODS: Thirty-four physical therapist managers participated in a Delphi study to (1) create a comprehensive list of defined LAMP components, (2) determine the perceived importance of each component in the management of clinical practices, and (3) identify the level of knowledge and skill for each component believed to be necessary for a new physical therapist graduate. RESULTS: Respondents agreed that 178 items should be on the LAMP component list. They perceived that almost all LAMP components are important in the management of a clinical practice, and they indicated that new graduates needed moderate to extensive knowledge in 44% of them. They believed that new graduates needed no skill in 29% of the components, whereas they needed at least intermediate skill for 22% of them. Top-ranked component categories across the 3 scales (importance, knowledge, and skill) were communication, professional involvement and ethical practice, delegation and supervision, stress management, reimbursement sources, time management, and health care industry scanning. DISCUSSION AND CONCLUSION: This study provides a basis for further exploration of which LAMP components should be included in professional (entry-level) physical therapist curricula and which components should be learned after graduation.

Delphi Technique↗
PubMed2003

Survivor's syndrome: a comparison of the perceptions of administrators, managers, nurses and physicians during the restructuring of Ontario hospitals.

Leaders must approach organizational restructuring by addressing employees' concerns, or risk many potentially negative consequences among "survivors". This article provides important insights for administrators, managers and planners about the perceptions of people remaining on the job during the restructuring of Ontario hospitals. The findings, relevant to most organizations undergoing or considering restructuring, support the need for proactive change management, including tailored intervention strategies, to assist "survivors".

Hospital Administrators↗
PubMed2006

Comparison of tissue plasminogen activator administration management between Telestroke Network hospitals and academic stroke centers: the Telemedical Pilot Project for Integrative Stroke Care in Bavaria/Germany.

BACKGROUND AND PURPOSE: Systemic thrombolysis is the only therapy proven to be effective for ischemic stroke. Telemedicine may help to extend its use. However, concerns remain whether management and safety of tissue plasminogen activator (tPA) administration after telemedical consultation are equivalent in less experienced hospitals compared with tPA administration in academic stroke centers. METHODS: During the second year of the ongoing Telemedical Pilot Project for Integrative Stroke Care, all systemic thrombolyses in stroke patients of the 12 regional clinics and the 2 stroke centers were recorded prospectively. Patients' demographics, stroke severity (National Institutes of Health Stroke Scale), frequency of administration, time management, protocol violations, and safety were included in the analysis. RESULTS: In 2004, 115 of 4727 stroke or transient ischemic attack patients (2.4%) in the community hospitals and 110 of 1889 patients in the stroke centers (5.8%) received systemic thrombolysis. Prehospital latencies were shorter in the regional hospitals despite longer distances. Door to needle times were shorter in the stroke centers. Although blood pressure was controlled more strictly in community hospitals, symptomatic intracerebral hemorrhage rate (7.8%) was higher (P=0.14) than in stroke centers (2.7%) but still within the range of the National Institute of Neurological Disorders and Stroke trial. In-hospital mortality rate was low in community hospitals (3.5%) and in stroke centers (4.5%). CONCLUSIONS: Although with a lower rate of systemic thrombolysis, there was no evidence of lower treatment quality in the remote hospitals. With increasing numbers of tPA administration and growing training effects, the telestroke concept promises better coverage of systemic thrombolysis in nonurban areas.

Academic Medical Centers↗
PubMed1987

Management, administration, leadership: what's in a name?

In summary, I have argued that while research and publications in the field have tended to deal with management and administration--examining issues as if they were predominately structural, organizational and authority-oriented, the area that cries out for further attention is that of leadership. For, while managers can do, and administrators oversee--it is only leaders who can move us ahead. The field is in for a turbulent, difficult, but I suspect, exhilarating next new years. Our work is truly very different from that in most businesses--and while good "managers" may make money for business enterprises, for us, leadership is the critical ingredient. (I'm not even so sure that despite some experts disclaimer of the lack of importance of leadership in business, a closer look would not inevitably reveal a Kroc, Hewlett, DiLorenzo or Iacocca behind every successful corporate initiative anyway). With that in mind, we should increase both our study of the development of leaders and our attention to their development. To do less is to increase our difficulties, court further new disasters, and have even less control over our work and our future. We deserve and can achieve a better destiny.

Community Mental Health Services↗
PubMed1999

Electronic research administration: managing a valuable resource.

Millions of dollars are spent each year to support research activities in academic health centers (AHCs). Managed care and the Balanced Budget Act have made it even more critical that these dollars be carefully managed. Information technology provides the essential tool for overseeing the grant administration and procurement process. To achieve greater fiscal responsibility and better management of research funds. AHCs must use this technology to develop comprehensive electronic research administration (ERA) systems. The author describes the essential steps involved in creating an ERA system. She also discusses systems already in place at AHCs and the various approaches their developers have taken to design and implement them.

Academic Medical Centers↗
PubMed1993

Total quality management: administrative and clinical applications in nursing homes.

OBJECTIVE: Describe the application of the Total Quality Management (TQM) model to the unique work force, resident population, and regulatory issues that characterize long term care settings. DESIGN: The key differences between TQM and current management and training practices in nursing homes are described. A specific data-based example is provided of a successful TQM application to health care involving clinical work processes related to incontinence care. CONCLUSION: Significant organizational and clinical obstacles must be overcome if TQM is to improve the quality of life and satisfaction of nursing home residents and their families as it has improved the efficiency and product quality in hospital and non-health-care settings.

Clinical Competence↗