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At least 19 recordsLinked to original sources
PubMed1993

[Animal experimentation in radiology. Objectives, organizational and ethical problems].

The contribution of biomedical sciences to the scientific breakthroughs in the last years has benefitted also by experiments on animals. As for diagnostic imaging, the use of new contrast media for angiography, CT and MRI makes it necessary, according to the law, to perform preliminary animal studies to test efficacy, pharmacokinetics and pharmacodynamics of the contrast agents. Experimental animal studies of clinically well-established contrast agents are also justified by the need to implement new imaging modalities. The close relationship between medical research and animal experimentation has awakened public opinion, as well as the researchers themselves, to the ethical and legal problems related to animal testing. This paper reports on the regulations which are currently in use in this field.

Animals↗
PubMed1995

Establishing a statewide primary care network: the PrimaryOne experience.

To insure that patients receive the highest quality, cost-effective health care in the future, primary care physicians must become the leaders in the reform. The future of medicine belongs in physicians' hands. Physicians have the opportunity to bring about the greatest reform to the largest industry in the world, and do it in such a fashion that patient care is not compromised. The following article describes the purpose, objectives, organizational structure, accomplishments, philosophy, goals, results, and future of PrimaryOne and its HMO, PrimeONE.

Governing Board↗
PubMed1998

Collaboration to improve community health: trends and alternative models.

BACKGROUND: Many health care organizations have begun to pursue collaborative approaches for addressing community-level health issues. To understand how these community health alliances develop and operate, a descriptive study was conducted within a nationally selected group of 60 local communities and supplemented by detailed case studies in 8 communities. ALLIANCE MODELS: A broad array of organizations were found to participate in community health alliances. Moreover, alliances were found to vary considerably. Strategically, alliances focused on one of three primary objectives: acquiring needed organizational knowledge and skills; addressing common resource needs; and pursuing a shared organizational mission. Functionally, alliances were observed in the areas of service delivery, planning and policy development, surveillance and assessment, and education and outreach. Structurally, alliances were found to operate through one of four interorganizational arrangements; informal collaboration, contractual agreements, shared governance, and shared ownership. ALLIANCE DEVELOPMENT: Organizational characteristics such as ownership type, organizational proximity, and market share appear to be important in the development of community health alliances. Community and market characteristics--including health resource availability, HMO penetration, and market consolidation--also appear to be influential in alliance development. Longitudinal observations suggest that alliances evolve over time in response to changing community health needs and organizational objectives. ALLIANCE MANAGEMENT: Several managerial tasks appear to be important to successful alliance operations, including developing a shared vision of collaboration; devising explicit strategies for addressing participation constraints; ensuring the compatibility of organizational incentives; managing communication and information flows across organizations; and developing appropriate processes for performance monitoring. CONCLUSIONS: The observed variation in alliance structures and functions appears healthy rather than problematic, as organizations develop arrangements to fit community needs, organizational capacities, and market conditions.

Community Health Planning↗
PubMed1991

Operating room scheduling. Choosing the best system.

The multiple criteria involved in the hospital OR scheduling problem cannot be ignored. Our goal is to identify the important criteria regarding this problem and determine the degree to which the scheduling approaches in use do or do not support these criteria. This contingency approach to selecting an OR scheduling system should enable hospital administrators to make policy decisions that will most effectively support stated and unstated organizational objectives.

Consumer Behavior↗
PubMed2003

Pilot study comparing market orientation culture of businesses and schools of business.

A market orientation culture has been described as one that blends an organization's commitment to customer value with a process of continuously creating superior value for customers. Developing such a culture is further described as (1) obtaining information about customers, competitors, and markets, (2) examining the gathered information from a total organizational perspective, (3) deciding how to deliver superior customer value, and (4) implementing actions to provide value to customers. A market orientation culture focuses on the customer, identifies issues in the competitive environment, and coordinates all functional areas to achieve organizational objectives. Research has found businesses with higher market orientation are more successful in achieving organizational objectives. The measurement of market orientation within businesses has been empirically tested and validated. However, empirical research on market orientation in nonprofit organizations such as universities has not been examined. This study investigated market orientation within the university setting, specifically Schools of Business Administration, and compared these data with previously published data within the business sector. Data for comparative purposes were collected via a national survey. Hypothesis testing was conducted. Results indicated significantly lower market orientation culture within the schools of business as reported by AACSB Business School Deans vis-à-vis managers of business enterprises.

Commerce↗
PubMed2000

Stakeholder analysis: a review.

The growing popularity of stakeholder analysis reflects an increasing recognition of how the characteristics of stakeholders--individuals, groups and organizations--influence decision-making processes. This paper reviews the origins and uses of stakeholder analysis, as described in the policy, health care management and development literature. Its roots are in the political and policy sciences, and in management theory where it has evolved into a systematic tool with clearly defined steps and applications for scanning the current and future organizational environment. Stakeholder analysis can be used to generate knowledge about the relevant actors so as to understand their behaviour, intentions, interrelations, agendas, interests, and the influence or resources they have brought--or could bring--to bear on decision-making processes. This information can then be used to develop strategies for managing these stakeholders, to facilitate the implementation of specific decisions or organizational objectives, or to understand the policy context and assess the feasibility of future policy directions. Policy development is a complex process which frequently takes place in an unstable and rapidly changing context, subject to unpredictable internal and external factors. As a cross-sectional view of an evolving picture, the utility of stakeholder analysis for predicting and managing the future is time-limited and it should be complemented by other policy analysis approaches.

Decision Making, Organizational↗
PubMed1985

The budget memorandum: reconciling fiscal and program objectives.

The budget memorandum, a process that combines departmental objectives into a series of organizational objectives related to the consumption of resources, is a method developed to reconcile the conflicting needs of programs and the amount of resources available. In this period of limited healthcare resources, it is important to develop a method that can successfully achieve such a reconciliation.

Budgets↗
PubMed1995

Total quality management as a health care corporate strategy.

Total quality management (TQM) must become a part of corporate strategy if it is to become a way of life in health care. TQM should be understood in the context of a cultural transformation. The greatest challenge for top management is to create an organization in which every employee, department and function is linked inextricably to the organization's mission and vision. One of the key benefits of TQM is the use of teams to work on and achieve organizational objectives. Health care managers must understand motivation in order to carry the workforce with them to attain those objectives.

Hospital Administration↗
PubMed2004

Two-year evaluation of the logic model for developing a psycho-oncology service.

OBJECTIVE: The objective of this study was to test whether reorganizing a psycho-oncology service in a planned and focused manner would maximize the achievement of coherent developmental goals. METHODS: The logic model, a strategic program development tool, was used in the context of a public psychiatry fellowship to analyze and plan the organizational objectives of a psycho-oncology service. To assess the efficacy of the logic model, a two-year prospective evaluation of the model's outcome measures was performed. RESULTS: The psycho-oncology service was systematically reorganized through use of the logic model. Qualitative and quantitative data identified the degree of goal achievement. Most of the short- and medium-term clinical, educational, and research goals, as measured by outcome measures, had been realized at the two-year point. CONCLUSIONS: The logic model facilitated the effective reorganization of a psycho-oncology program by analyzing the existing service, developing pertinent goals, and then measuring goal attainment. These findings will be useful to psychiatric services interested in rational program development and service delivery, especially in small and medium hospitals with limited resources.

Achievement↗
PubMedDate not supplied

Outcomes and effectiveness research in the private sector.

Private-sector health care organizations increasingly tout the use of outcomes and effectiveness research in activities ranging from pharmaceutical research to insurance coverage determinations. The rapid development of this research raises important questions about the role of the Agency for Health Care Policy and Research (AHCPR) as the producer, funder, and champion of outcomes and effectiveness research. To address this issue, we reviewed the activities of pharmaceutical companies, insurers, managed care organizations, health information technology companies, and other private-sector actors in outcomes and effectiveness research. We found that it is being used in a focused way to promote business goals and other organizational objectives, particularly in the pharmaceutical, insurance, and managed care industries. We also found significant gaps in its application to important public health issues and virtually no overlap with prior federal activities in this area.

Health Services Research↗
PubMed2004

The business of emergency medicine: a model for success.

Today's EPOs and their physicians face an array of daunting challenges. Falling reimbursement, rising malpractice costs. ED and hospital crowding,and demands for improving ED efficiency and patient satisfaction all contribute to the challenging and sometimes threatening environment of EM practice. The EP involved in a busy and often hectic ED shift may feel unduly and unnecessarily distracted when required to continuously acknowledge and address the business aspect of the practice. Nevertheless,regardless of the size and structure, fiscal viability ultimately determines the EPO's ability to continue to offer access to care. This article contends that a comprehensive business strategy drives superior financial performance and supports the organization's mission. The business strategy must identify financial and non-financial determinants of the EPO's success and provide a mechanism for understanding how the organization's resources are converted to value for customers. The section offers a framework for developing this strategy, for identifying possible gaps or deficiencies, and for measuring and monitoring progress in achieving strategic objectives and ultimately, the EPO's mission. The importance of the mission and the dynamic EM environment require that the strategy development process be more than an annual exercise for the leadership of the organization. Though key leaders in any size EPO--set the course for the organization, the entire organization must be aware and understand the strategy before they commit themselves and adopt actions and behaviors that promote it. The model presented here provides a graphic display that lends itself well to consistent communication of a comprehensive strategy in a concise way throughout the organization.Furthermore, the balance of the model, across four perspectives, recognizes the value of balanced organizational objectives and lends itself well to the creation of a measurement system that supports cause and effect relation-ships through leading and lagging indicators. This can prevent the imposition of unproven, arbitrary metrics and expectations.EPOs that expend the time and resources required to develop and implement a comprehensive, well balanced strategy make a long-term investment in their patients and themselves. EPOs that go on to develop credible, efficient measurement systems are not only able to drive more commitment and accountability in the organization, they also have a competitive advantage. They can demonstrate performance history and targeted future performance to differentiate themselves from competitors and to stem efforts to impose unbalanced metrics that do not serve well the hospital, the EPO, and ultimately, patients. The power of such measurement systems, internal and external to the organization, strongly point to the need for consistently defined measures across the industry. Ultimately when faced with changes in the environment,the entire industry will be better equipped to respond in specific ways and to communicate its progress to communities or government authorities.

Commerce↗
PubMedDate not supplied

Mergers: enhancing human resources management.

The health care industry is experiencing merger mania, but the majority of its current leadership underestimates the importance that significant differences in corporate culture and employee morale play among physicians and others in implementing such organizational objectives as enhancing access, reducing cost, and improving quality of care. The key human resources management issues are discussed that are too often overlooked and frequently sidetracked in the formation of powerful health networks now so prevalent in almost every metropolitan region. The authors conclude that in America's intensely competitive managed care environment, there are a number of critical human resources management ingredients that deal makers need to achieve from these mergers in order to ensure their perceived objectives: (1) paying far greater attention to variations in corporate culture and employee morale; (2) reducing total salary and fringe benefit costs; and, (3) concurrently recruiting and maintaining a qualified and stable workforce that focuses more decisively on clinical-fiscal concerns so as to improve quality of patient care at a lower cost.

Employment↗
PubMed1993

Improving the strategic planning process at Alliant Health System.

Starting in 1986, Alliant Health System initiated a total quality management process. While strategic quality planning was not a focus initially, it became apparent that Alliant would not achieve major organizational objectives without such focus. Starting in 1989, Alliant initiated a rigorous strategic planning process. The result was alignment of the quality improvement activities in the organization, heightened management accountability, and integration of quality goals with financial incentives. This article recounts the continuing efforts to improve strategic quality planning from the point of view of the person responsible for implementing TQM at Alliant.

Hospital Administrators↗
PubMed1992

Recall of organizable words and objects in adulthood: influences of instructions, retention interval, and retrieval cues.

Young (mean age = 27.3 years), young-old (mean age = 66.3 years), old (mean age = 74.8 years), and old-old adults (mean age = 84.0 years) learned organizable words and objects with standard instructions or organizational instructions. Immediate and delayed free recall and delayed cued recall were assessed. Results indicated equal cue benefits for all age groups for words, although cue benefits increased with increasing age for objects. Instructions to organize the items enhanced memory only for the old-old adults. Young adults forgot fewer items from immediate to delayed free recall than the older age groups. In addition, organizational instructions affected word recall, but not object recall, for all age groups. Although these data indicate both similarities and differences in patterns of performance among age groups, the overall pattern of outcome suggests an age-related increase in the level of cognitive support required to optimize episodic remembering.

Adult↗
PubMed1999

The implementation of business process reengineering in American and Canadian hospitals.

This study of more than 215 U.S. and Canadian hospital executives indicates that improved service quality to patients and enhanced financial performance are the driving forces for hospitals that undertake business process reengineering (BPR) activities. Despite reporting moderate success in achieving organizational objectives through BPR, these executives identified lack of staff cooperation, buy-in, and skill as important factors that derail BPR implementation efforts.

Canada↗
PubMedDate not supplied

Occupational medicine. The essentials of finance.

Finance is concerned with the generation and use of funds to support organizational objectives whereas accounting records transactions and summarizes how funds are expended. Money has costs associated with its procurement and use. There are costs associated with maintaining equipment and inventory. Financial analysts have developed methods to evaluate a company's efficiency in using money. While the occupational physician may not be directly involved in financial activities, knowledge of the techniques used should improve an understanding of organizational limitations.

Accounts Payable and Receivable↗