Memorial Hospital

Providing the best care to each patient starts with providing the proper amount of staff members to each unit. Looking at the needs of different units not only allows administration to see areas for improvement, but also areas that are being handled correctly. Utilizing the indicators provided by The Joint Commission, 4 East, a pediatric medical/surgical floor, has a high rate of falls and nosocomial pressure ulcers that appears to be related to the increase overtime nurses have been working for that floor (Nightingale, 2010). Research has shown increases in adverse events have been related to nurses working over 40 hours a week (Bae, 2012).

Patton – Fuller community hospital’s network system consist of two major parts, the first part is the executive part that connects the hospitals executive management, human resources department, operations, IT and data center, etc., the first network is connected using a 1000base-T Gigabyte network connection that uses a typical Cat6 cabling (Apollo Group Inc., 2008), the second major part of the network connects the departments of radiology, operating room, wards, ICU’s, etc. using a 1000base F fiber optic based connection, this connection is a

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

Appropriate nurse staffing is a complex topic that has arisen as a nationwide healthcare issue within the profession of Registered Nurses (RN). To truly understand the concept of staffing one must understand that staffing and scheduling are often at times used interchangeably although Mensik (2014) noted a distinct difference between the two (p. 2). The American Nurse Association [ANA] (2012) has defined appropriate nurse staffing “as a match of registered nurse expertise with the needs of the recipient of nursing care services in the context of the practice setting and situation” (p. 6). Scheduling, in contrast, involves taking into account factors such as a unit’s historical census numbers along with anticipated surgical volumes

The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

The American Nurses Association supports a legislative model in which nurses are encouraged to create staffing plans specific to each unit. This approach will aide in establishing staffing levels that are flexible and can be changed based on the patients needs, number of admissions to the unit, discharges and transfers during each shift (“Nurse staffing plans,” 2013). This model will assist in keeping the unit staffed appropriately and organized in need of a change during each shift. Without an organized plan like this, a nurse may be required to take on a new admission and already have too big of a workload.

I would like to focus on one non-profit organization that has been doing very well in the recent years. The name of the organization is St Jude Research Hospital, which deals with the cure and treatment of children suffering from catastrophic diseases. In the five decades, it has been operational, the mortality rate has gradually reduced therefore saving lots of lives. St Jude started its operations in 1962. Danny Thomas was the one who started the organization and was helped by two other close friends (Pui, Pei, Pappo, Howard, Cheng, Sandlund and Gajjar, 2012).

Attica Memorial Hospital (AMH) is a non-profit acute care facility located in Norton County. The organization purchased and absorbed its competitor, Delphi Hospital in 2001, which also enabled it to acquire the reputable and well-known Ingelson Burn Center.

Dr. Linda Aiken is the leading researcher in nursing staffing rates within the United States (Kerfoot & Douglas, 2013). She suggests that each state follows California’s example of conducting research to determine a minimum staffing ratio and making it a law (Kerfoot & Douglas, 2013). The California legislation enhanced nurse staffing in hospitals across the state and improved the patient care results of millions of patients (Kerfoot & Douglas, 2013). After the bill went into effect, job satisfaction increased, and the nursing shortage ended (Kerfoot & Douglas, 2013).

Over the past number of years there has been a nursing shortage which has led to the need of more registered nurses in the hospital setting. This is due to the uprising acuity of patient care and a decrease in there overall hospital stay. In order for the patients to get safe and quality care, the staffing, education and experience of the nursing staff needs to be made a priority. Not only has the safety and quality of patient care suffered, the working conditions in hospitals

In all honesty, I wasn’t all that shocked when I watched the film. After learning about the neglect of the North St. Louis community in the Pruitt-Igoe housing, this didn’t surprise me any. It’s horrible that this community has been so neglected by the local government time and time again, and no real effort is made to help. It really is a shame to think about what this community could have possibly been if Homer G Phillips Hospital was allowed to remain open. I think that the most disturbing element of the film for me was seeing how passionate the people who worked at the hospital were, to only have it taken away from them. These African American physicians and nurses legitimately built everything from the ground up, and worked tirelessly to provide exceptional care for every person that walked through their door.

Every day veterans are unattended to, or their appointments are rescheduled. So many veterans are homeless because they can’t or won’t be hired, to me this is unfair. I know many veterans that would rather not go to the VA or be cared for at the VA because of their lack of being cared. The way I see it is, if the people/ workers at the VA work there they should know what they’re getting themselves into. yes the VA is insane, and deranged etc., but hey if you work there stay committed to help and take good care of our veterans, to help the people who is or have fought for our country as a favor in return to

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

Barclay Memorial Hospital (BMH) has served its community since 1947 offering the best in health care and gaining the trust of the citizens in the community. A district board was set up to govern the hospital and direct it in a way that would allow the hospital to achieve their goals by bringing quality health care to the neighborhood. The district board was made up of five members who were elected by residents in the district to serve 3-year terms. Around 10 years ago, the board and the CEO decided that the best course of action for the hospital in order to remain competitive was to join a medical group, Valley Physician Group. This made BMH a private, not-for-profit hospital. However, the physician-hospital organization eventually

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include: