The Atlanta Children 's Hospital

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 Health Care system needs to be constantly improved to keep up with the demands of America’s health care system. In order for the American Health Care system to improve policies must be constantly reviewed. Congress still plays a powerful role in public policy making (Morone, Litman, & Robins, 2008). A health care policy is put in place to reach a desired health outcome, which may have a meaningful effect on people. People in position of authority advocates for a new policy for the group they have special interest in helping. The Health care system is formed by the health care policy making process (Abood, 2007). There are public, institutional, and business policies related to health care developed by hospitals, accrediting organizations, or managed care organizations (Abood, 2007). A policy is implemented to improve the health among people in the United States. Some policies

I am a member of a hospital with a magnet status. Being a part of such a prestige status holds a high standard. This magnet recognition focuses on providing excellence in quality patient care. This has impacted the work I do by inspiring others while giving my patients quality

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.

The health care sector is impacted by numerous changes and challenges, such as increasing need for health care provision, changing demands from patients or rapidly evolving technologies. In the context of evolving technologies, the developments occur not only in the actual provision of the medical act, but also at the level of the complementary operations, such as health care information management.

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

Nurses working for Magnet hospitals are encouraged to increase their professional knowledge. Nurses are encouraged to grow as a clinician by participating in clinical ladder programs, obtaining certifications, and pursuing advanced degrees. Magnet status is a designation for hospitals that wish to provide excellent patient care and promote nursing leadership. Many hospitals offer tuition reimbursement to encourage nurses to continue their education to pursue an advanced degree. Clinical ladders offer professional and monetary gains. A local Magnet hospital in Richmond, Virginia offers reimbursement for the cost of certification exams to help their nurses have an opportunity for certification in their specialty. McClure explains that magnet hospitals develop a culture of excellence by demonstrating best practices and involving nurses in decision making and policy development. There is a correlation between the nurse with a higher level of education and certifications in their area of expertise and positive patient outcomes. (McClure, 2005).

From what I have read about, the main concerns with Magnet hospitals is that the hospitals are using the award as a “promotional tool” (“Magnet status,” 2008) instead of using it to actually help implement effective, positive change for nurses, their patients, and the hospital in general. Nurses want “Magnet status” to be more largely controlled by nurses, both within the hospitals they work at and on a larger scale, instead of the teams of management personnel that oversee the Magnet program currently. Many nurses believe that the award “[offers] only the illusion of nurse empowerment,” (“Magnet status,” 2008) since hospitals have continued to treat nurses as second-tear employees. A list of changes to the Magnet program were written up by The Truth About Nursing’s founder, Sandy Summers. Among these changes were suggestions such as zero tolerance policies for abuse, nursing residency programs, higher education benefits, and my personal favorite, that “the CEO of the hospital should be a nurse” (“Magnet status,” 2008). What I could gather from these suggestions was that nurses wanted the Magnet program to actually be about nursing, instead of a marketing gimmick used by hospital higher-ups to impress patients. The purpose should be to allow for exceptional patient-centered nursing care and to promote an egalitarian workplace that keeps staff motivated. In my opinion, the Magnet program should incorporate some if not all of the suggestions offered by Summers. The award should be looked at as a long-term goal where conditions are met slowly but effectively, so that hospitals can commend each achievement and learn to appreciate their nurses. At the end of the day, satisfied nurses equal satisfied patients, (Molyneux, 2011) and the Magnet program should whole-heartedly reflect

Magnet status is one of the highest national recognition for excellent nursing practice in hospitals (ANCC, 2015). It is considered the “gold standard” (Luzinski, 2011). Magnet status recognizes the capability and competence of the

Many organizations face the hard decision of whether or not to pursue a Magnet designation, which is awarded through the American Nurses Credentialing Center, known as the ANCC. In the early 1980’s, the term “Magnet” was developed by the American Academy of Nursing, in regards to a hospital that could attract, and maintain nursing professionals. During an initial study of 163 hospitals, it was found that 41 of those hospitals possessed similar qualities that enabled them to not only attract, but retain nurses because of the quality of the nurse’s work environment (Pierson & Moore, 2007). In conjunction, there were similar characteristics among these hospitals that set them aside from others; which are today known as “the 14 Forces of Magnetism.” The 14 Forces of Magnetism were later configured into a

Many healthcare organizations worldwide are striving to achieve magnet designation. Having the magnet title is essential because it recognizes healthcare organizations that act as a “magnet” for excellence by establishing a work environment that identifies, rewards, and promotes professional nursing (ANCC Magnet Designation, 2012). A magnet hospital is considered to be one where nursing provides excellent patient care, where nurses have a high level of job satisfaction, and where there is a low staff

Creating a work environment in the nursing field that’s considered professional nursing practice, is key to keep the healthcare facility staffed and be attractive to other nurses. This is a key factor as healthcare begins to advance because the demand for nurses’ is increasing, while supply’s decreasing. The supply’s decreasing due to many factors such as a decrease in educators due to budget cuts, while the demand is aging out, dealing with their own health disparities causing a deficit. By 2020, statistics show that the deficit will be twenty percent in the United States (Hallmarks, 2002). Due to this statistic, hospitals and other healthcare facilities must market and sell themselves as a professional nursing practice. Healthcare facilities are doing this by training and providing competitive programs such as residencies, differentiated nursing positions, which helps with interdisciplinary collaboration, and to be accredited by the magnet nursing service, as a magnet healthcare facility. Having all of these programs and benefits provides a professional working environment which has shown improved patient outcomes (Hallmarks, 2002).

Have you ever needed something to hug more than the kids at Morristown Pediatric Hospital. My group and I are providing fun activities for hospitalized children for our 20 time project. The things that we are providing for the children are bubbles and new stuffed animals. The problem is that kids are bored in the hospital and have nothing to do like other kids. The goal is to try to do is make sure that kids have things to do to get all the pain their in off their minds. If you want to help change these kids frowns to smiles, please do your part and donate.

Enforcement by many regulators guarantees all elements of the regulation process are covered, mainly, if one regulator is deficient or lacking in an area, the other regulator will compensate for that area. Minimizing mistakes in the health care industry and providing quality healthcare is the goal. By applying multiple systems of regulation, the likelihood of healthcare inaccuracies drastically decreases, patient safety increases, and quality measures are maintained.

The nurses on the labor and delivery unit at Providence do a phenomenal job at delivering patient-centered care. After a patient gives birth the nurses and staff do everything they can to help the new mother prepare to be discharged and take their bundle of joy home. With motherhood comes a lot of responsibility and expenses, so the nurses also provide information on outside resources for all the mothers, which I believe really makes a difference. The staff at Providence really want the best for their patients and it is seen when they deliver care to every