Tony Fields

In 1848, Phineas Gage was a 25 year old working man. An accident occurred to him at work one day which radically changed how the brain was viewed and known to function. He was helping to prepare the way for railroads to be put down when an explosion happened unexpectedly and it sent a 43 inch tamping iron into Phineas Gage’s head through his face, skull and brain. The tamping iron went all the way through and landed some ways off. The remarkable thing was that Gage became conscious within a matter of a few minutes after the incident. Not only did he wake up but he still had the ability to walk and to talk. Even though Gage survived his injuries he was no longer the same.

After all these setbacks, Mr. Grieg and his teams continued to strategize ways to resolve this issue. The team where knowledgeable about VH’s in house repairs of certain hospital equipments and had to figure out if the company where capable of repairing the endoscope due to the complicated nature of the equipment. One of the team members, Steve Elder suggested a coordination process between Victoria Hospital and its affiliated partners. This suggestion was due to a meeting Mr. Elder had attended in Toronto where multiple hospitals combined their purchasing budgets to form an in house repair department.

2. In the engineering model of doctor-patient relationship, the doctor’s job is to provide technical information.

We are trying to deliver a rapidly expanding menu of health care services with a delivery system designed for economic conditions that disappeared nearly a century ago. In 1929, health care as a learned and licensed profession was barely a decade old and couldn’t provide much beyond supportive care. Chronic conditions were rare; insulin was first isolated in 1922 and diabetes was often a death sentence. Sulfa became available in 1935 and penicillin wasn’t mass produced until 1946. The most complicated piece of equipment in the hospital was the X-ray machine, and now we have real-time neuroimaging of brain function.

Therefore, the organization’s medical supplies services would be based locally and order in advance. Order would be place through the software that the vendor has available and offer. Which would automatically place orders when it reaches a certain stock number. Supplies are to be properly tracked with barcode by support staffs to use to check their supplies off and use. According to McKesson (2015), Strengthening Your

These key players of the multidisciplinary team are supporting my project as it is a core measure for the facility this year. The Knowledge, Skills, and Attitudes (KSAs) have also contributed to my project. In the Knowledge silo, I have been able to identify and ascertain contributing abilities, shortcomings, and benefits as a member of the ICU team. In addition, I have been able to distinguish hindrances of the system and been a part of a cohesive team in aiming to execute my project. In the Skills silo, I have been to demonstrate my abilities and shortcomings as a constituent of the group. I have also been able to partake in creating a strategy in championing cohesive collaboration of the group. Finally, in the Attitudes silo, I have been able to recognize my capability to participate in cohesive team performance. Furthermore, I respect the authority of system resolutions in accomplishing team

Our role is to make sure we are completing forms thourghly and submitting all required documentation, as well as codes regarding the patients diagnosis. This information is necessary in order to prove why the equipment is necessary for the

For some, a life time of devotion does not start with birth. A lifetime may not even start until later in life. For Phillip M. Gattone, his life’s work had not begun until his mid-thirties. Woken up by one of his infant son’s crying, he found his son Phillip, who was four at the time, seizing on the floor with eyes rolled back and lips turned steel blue (Condor). Epilepsy had just entered his life. Phillip Gattone is an average weight, healthy, white American man who grew up in the Chicago area, and is unassuming in demeanor. Easily perceived as an average businessman, he does not play sports or do much of anything outside of running the Epilepsy Foundation. Since waking to the nightmarish scene of his son in a seizure, Mr. Gattone’s life purpose has been dedicated to epilepsy research, awareness, and treatment progress. Through his hardship, he has founded the Center for Epilepsy Education in Batavia, became chairman of the Epilepsy Foundation of Chicago, and is now the CEO

Dr. Jeffrey Wigand, born in New York to strict parents, grew up in a Catholic household where he always had a passion for science. After graduating high school, Wigand attended community college before eventually joining the Air Force. After getting out of the service, he returned to college where he went on to earn his doctorate in biochemistry. Wigand worked in healthcare for companies such as Pfizer, Union Carbide, and Ortho Diagnostic System until he eventually landed a lucrative position with Brown & Williamson (B&W) in Louisville. He started out at the bottom, making a small salary until he accepted an attractive offer to become the research chief, head of research and development,

Elizabeth Blackwell showed herself as a dedicated and diligent doctor during five years of work in Neurological Associates, and made a significant contribution to the profit margin of the partnership. The partners were delighted with hiring Blackwell in 2005 and they introduced her to medical physicians at a conference. But the referral base Blackwell went through was not the result of that investment by the partnership but instead it was the evidence of her professionalism in neurological sphere.

(1) The management team must adopt a strategic management plan. First of all, they have to develop a clear vision and a mission statement to inspire and motivate all the frameworks for the company’s future strategic planning. According to “Mission Statements and Vision Statement” (2011), “by crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future” (p.1). The management team should create a mission statement that describes the company’s purpose and primary objective. For the vision statement, it should include the company’s value and purpose of the company. With a clear vision and mission statement, management and employees would be able to follow the right direction as a team. They also need to define “who their customers are, what products and services it supplies, and how these products and services are provided” (BUSN 460 Week 1 video, slide 3).

Strategic planning involves taking information from the environment and deciding upon an organizational mission, and upon objectives, strategies, and a strategic architecture. There are many different ways to go about deciding on your mission. Michael Porter, a researcher from Harvard, had a few ways for developing frameworks for developing an organization’s strategy.

Every organization should have a strategic plan to achieve its goals in a limited time period, the strategic plan has many variable models. The strategic planning process that we studied needs a collaboration between the organization’s staff, board members, and strategic plan committee. This strategic planning process has ten guide steps.

Carson was no ordinary man. His intricate way of thinking was like no other. One of the most obvious and well-known achievement is his concept of incorporating lasers in neurosurgery to nullify complexities faced whilst operating. He knew there was an easier way and took the initiative to act upon his ideas. Comparing Carson’s accomplishments and initial circumstances serves as living proof that anyone can be an influential figure in our society.

“The Process Improvement in Stanford Hospital’s Operating Room” case has many issues when it comes to regards to its existing instrument provisioning process taking place within the Operating Room (OR) of Stanford’s Hospital. This process entails getting instruments ready for a surgery in the OR and the cleansing of these instruments afterwards; however, there are many problems that arise in this process.