Springfield General Hospital Case

Richard Veller, the new CFO for Union Medical Center, began to change the operations of their management. Richard Veller looked to change UMC to an industrial system, which meant that the hospital would view cases as products. Just like any ordinary business, these products would have cost objects and would require an accounting system. In order to allocate costs appropriately, UMC was required to organize their cases into Diagnosis Related Groups to create a functional management control system. These changes brought certain internal issues into the spotlight. If solutions are not found, the hospital will not be able to implement their plans.

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

Data driven decision-making is leading to school success for many apparent reasons. Data driven decision-making is the direct correlation between teachers, curriculum coaches, principals, district educational supervisors, superintendent, and board members. According to Boudett and Moody (2005), the first important step in a successful data driven environment is the gathering of the group that will bare the responsibility for the procedural and executional procedural stages of data analysis.

1.  Identify areas that were not addressed by the IT staff’s response to the incident.

In Summary: On 08/25/2016 at 2000 hours, R/o's were dispatched to St. Anthony Hospital (2875 W 19th St, Chicago, IL 60623) in regards to a battery victim with a broken jaw that was in room number 387. Upon arrival, R/o's spoke with the victim Veraza, Rafael (M/W DOB 04/16/2000), along with his mother and father on scene.

1.) Describe the method or methods you would use to determine priorities for both existing and potential services that the Lakeview Medical Center might offer.

The undersigned attended the Lien Conference held at the Fresno Workers’ Compensation Appeals Board on May 11, 2017. The undersigned appeared on behalf of Mr. Rod McClelland. Mr. McClelland had an unavoidable calendar conflict on the day of the hearing. If you have any questions regarding this Lien Conference, please do not hesitate to contact either myself or Mr. McClelland.

Going back hundreds of years, we can trace the history of health care. Although it has evolved over the years, it all has a common goal; to heal those who are ill. Technology is one of the major evolutions and now plays a big role in the health care system. It helps patients to be more involved with their healthcare. They can make appointments, follow up on test results, and contact their doctors. Back then, they didn’t even have all the medicine we have now, let alone the technology. We can only imagine what is in store for the future.

The benefit of technology in healthcare can help improve quality of care and reduce adverse events. Kaiser Permanente invested in an electronic medical system to increase positive clinical outcomes. Implementation of the health information system would have three system functions. The first objective was to reduce operating cost by improving staff efficiency, reduce patient’s number of hospital days, and reduce adverse drug events and increase preferred prescription adherence. The second objective was to increase revenue which was accomplished by improving appropriate billed charges, improving coding accuracy for Medicare risk, and increase collections. Decreasing capital expenditures was the final function which was achieved by decreasing

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

Select a challenging or difficult event from your nursing practice. Use one of the theories presented in this module to analyze that event and provide insight for how this type of event might best be managed in the future. For example, you may be frustrated by physicians who refuse to use the computer and ask you to look up their patients. You might use change theory, Rogers’s theory of innovation or learning theory to analyze the event and suggest an effective approach for dealing with this issue? Review the post of other classmates and comment on the analysis and selected approach for dealing with the issue.

This article introduces health care managers to the theories and philosophies of John Kotter and

After reading the case, one continues to come up with new problems and issues along the way that are related to information technologies. The three main problems we encountered in this case are lack of IT knowledge, inappropriate planning, and ineffective and inefficient Resource Management. Each of these issues requires specific attention to fix the next problem and so forth. The solution to attack each individual problem or issue will be explained as follows.

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months