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We demonstrate this by:
1. Providing exemplary physical, emotional and spiritual care for each of our patients and their families
2. Balancing the continued commitment to the care of the poor and those most in need with the provision of highly specialized services to a broader community
3. Building a work environment where each person is valued, respected and has an opportunity for personal and professional growth
4. Advancing excellence in health services education
5. Fostering a culture of discovery in all of our activities and supporting exemplary health sciences research
6. Strengthening our relationships with universities, colleges, other hospitals, agencies and our community
7. Demonstrating social responsibility through the just use of our resources (St. Michael's Hospital Mission Statement 1-2).
Core Values. As with the mission statement, core values will differ from facility to facility, but the representative core values stated below are illustrative of these:
All members of the Northwestern Memorial family believe in and practice these core values:
1. Patients First. We put the patient first in all we do. No matter where in the hospital we work, we remember always that caring for the individual patient and his or her family is at the heart of our mission and our philosophy.
2. Integrity. We adhere to an uncompromising code of ethics that emphasizes complete honesty, transparency and sincerity. Through our words and actions, we earn the complete trust of our patients and their families, our community and our coworkers. We seek to do the right thing, always and everywhere, in our day-to-day work and lives.
3. Excellence. We continuously strive for excellence. We never stop learning and working to improve our skills, programs and services.
4. Teamwork. We can only achieve our mission and goals by working together. Through the collective and coordinated efforts of our staff, we apply our diverse talents, backgrounds, ideas and experiences to create solutions and benefit patients. We value team success over individual success (Northwestern Memorial Hospital Core Values 2).
The next step in the formulation of the operational plan is the development of specific objectives and identification and plans for obtaining...
Determine ways to capitalize on the cardiology department.
2. Determine differentiation opportunities to make our department more unique and facilitate a physicians' group decision to pursue one (Friesen and Johnson 149).
Implementation
The final step in the formulation of the operational plan for effectiveness of the cardiology department in question is the implementation of the plan on a year-by-year basis, using quantifiable measures to gauge the effectiveness of the plan over time following the guidance provided by Liebler and McConnell (2011). For this purpose, the quality assurance (QA) metrics that are used by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) for cardiology services will be followed. The results of the trended analysis of these QA metrics will be used to identify areas of deficiency and opportunities for improving the delivery of high-quality cardiology services pursuant to the stated mission, core values and objectives established by the cardiology department.
Works Cited
Friesen, Michael E. And Johnson, James A. The Success Paradigm: Creating Organizational
Effectiveness through Quality and Strategy. Westport, CT: Quorum Books, 1995.
Liebler, Joan Gratto and McConnel, Charles R. Management Principles for Health
Professionals, 6th ed. ISBN-10: 144961468X, 2011.
Wasilewski, Nikolai and Motamedi, Kurt. (2007). "Insights for Effective Strategic Planning."
Competition Forum 5(1): 229-232.
"Northwestern Memorial Hospital Core Values." (2011). Northwestern Memorial Hospital.
[Online]. Available: http://www.nmh.org/nm/about-us-mission-core-values.
Slack, Warner V. And Slack, Charles. Cybermedicine: How Computing Empowers Doctors and Patients for Better Care. San Francisco: Jossey-Bass, 2001.
"St. Michael's Hospital Mission Statement." (2011). St. Michael's Hospital. [Online].
Available: http://www.missionstatements.com/hospital_mission_statements.html.
Wynne-Jones, Ros. (2007, April 21). "I love my job. Why Else Would a Nurse Work a Grueling
Week like THIS in Our Crisis-Hit NHS for a Pittance?" The Mirror 17.
Works Cited
Friesen, Michael E. And Johnson, James A. The Success Paradigm: Creating Organizational
Effectiveness through Quality and Strategy. Westport, CT: Quorum Books, 1995.
Liebler, Joan Gratto and McConnel, Charles R. Management Principles for Health
Professionals, 6th ed. ISBN-10: 144961468X, 2011.
[Online]. Available: http://www.nmh.org/nm/about-us-mission-core-values.
Available: http://www.missionstatements.com/hospital_mission_statements.html.
Cardiology Nursing This is a 12 lead ECG taken for Mr. Long at the Emergency Department. He presented with a two hour history of chest pain radiating to his left arm. The ECG is suggestive of an antero-septal Myocardial infarction. Further scrutiny of the ECG displays a normal sinus rhythm, with a rate of 75 bpm that is regularly regular. There is no axis deviation with a PR interval of 200
Pharmaceutical industries have to operate in an environment that is highly competitive and subject to a wide variety of internal and external constraints. In recent times, there has been an increasing trend to reduce the cost of operation while competing with other companies that manufacture products that treat similar afflictions and ailments. The complexities in drug research and development and regulations have created an industry that is subject to intense
Bass, P., Wilso, J. And Griffith, C. (2003). A Shortened Instrument for Literacy Screening. Journal of General Internal Medicine, 8(12), 1036-8. Berger, J. (2000). Corporate Health Plan Strategies and Health Literacy. National Health Communications Conference. Washington, DC: ACP Fouindation. Chew, L., Bradley, K., and Boyko, E.. (2004). Brief Questions to Identify Patients with Inadequate Health Literacy. Family Medicine, 36(8), 588-94. Chew, L., Griffin, J., Partin, M., et al. (2008). Validation of Screening Questions
..." And notes as well Taser use in: "...deployment against very young people, older suspects, and the number of times the Taser is used." (White and Ready, 2007) These do not fall within appropriate Taser use recommendations. It is concluded that when Tasers are used against subject that immediate emergency room care should be ensured. This study includes in the findings that there is a great need for empirical research
Team members should communicate all relevant information to the Project Managers for the University of Arizona Medical Center and the CRM vendor chosen for the project. Issues and risks should be communicated in writing via the Issues/Risk Log or email to the Project Manager. If the issue/risk is urgent, immediate verbal communication of the issue/risk to the Project Manager is recommended. Once the issue is stabilized, written documentation will be developed
Where will you reduce cost? The running of an ICU is a very expensive affair. Below is the revenue, income as well as expenses (Direct and indirect). Revenues: $4,005,000 Income: $1,200,000 Expenses: Direct Labor cost: U.S.$1,020,000 Equipment cost: $600,000 Material costs: $700,000 Indirect expenses Co-medical service cost: $200,000 Staff Training:$700,000 Cost reduction strategies: The expenses can be reduced by the adoption of online training programs which are considerably cheaper. The cost of staff training would therefore be reduced by more than half. Some