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performance management and patient safety

Tài liệu US CELLULAR HELPS UNIVERSITY OF WISCONSIN HOSPITAL IMPROVE COMMUNICATIONS AND PATIENT SAFETY ppt

Tài liệu US CELLULAR HELPS UNIVERSITY OF WISCONSIN HOSPITAL IMPROVE COMMUNICATIONS AND PATIENT SAFETY ppt

Phần cứng

... center, clear and always available communications betweendoctors, maintenance staff, patients’ families, and other emergency medical per-sonnel was critical for quality care of patients.The ... one of the few landowners in thesearch area not directly controlled by the University system.US CELLULAR HELPS UNIVERSITY OF WISCONSIN HOSPITALIMPROVE COMMUNICATIONS AND PATIENT SAFETY CASE STUDYCASE ... ago, University of Wisconsin Hospital and Clinics in Madison,Wisconsin faced a problem—doctors and staff were frustrated with poor wire-less communications in and around the two million square...
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Tài liệu RISK MANAGEMENT AND FOOD SAFETY ppt

Tài liệu RISK MANAGEMENT AND FOOD SAFETY ppt

Cao đẳng - Đại học

... Coordinator, Food Safety Unit, Division of Food and Nutrition,World Health Organization, CH-1211 Geneva 27 SwitzerlandMr. Gregory D. Orriss, Chief, Food Quality and Standards Service, Food and Nutrition ... Member's food safety measures are considered justified and in accordance with the provisions of the SPS Agreementif they are based on Codex standards and related texts. While the adoption and application ... strategy and implementation plan to address the following recommendations.Recommendations8.3.1 The standards, processes and procedures relating to biological hazards and contained withinCodex standards...
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Health literacy and patient safety: Help patients understand ppt

Health literacy and patient safety: Help patients understand ppt

Sức khỏe giới tính

... tests 27Table of contents4  Health literacy and patient safety: Help patients understandHealth literacy and patient safety: Help patients understandManual for cliniciansSecond editionAuthor: ... interaction and communication between patients and practice staff.43 20  Health literacy and patient safety: Help patients understandAmerican Medical Association Foundation and American ... Health literacy and patient safety: Help patients understandImproving interpersonal communication with patients 28• Communication and malpractice lawsuits 28• Communication and medical outcomes...
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Báo cáo y học:

Báo cáo y học: "Medical emergency teams and rapid response triggers - the ongoing quest for the ‘perfect’ patient safety system"

Y học thưởng thức

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Tài liệu Security and Performance Management doc

Tài liệu Security and Performance Management doc

Quản trị mạng

... some share of the bandwidth, which typicallymakes this setup the preferred queuing method.3○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○Security and Performance Management Standard and Extended IP ... issue the showaccounting IOS command.21○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○Security and Performance Management Let’s consider the example of sending IP, IPX, and AppleTalk in relation to cus-tom ... queues—high, medium, normal, and low. Answers a, b, and c are incorrect, because 16 is the correct answer.9○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○Security and Performance Management The example...
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Who Pays for Medical Errors? An Analysis of Adverse Event Costs, the Medical Liability System, and Incentives for Patient Safety Improvement ppt

Who Pays for Medical Errors? An Analysis of Adverse Event Costs, the Medical Liability System, and Incentives for Patient Safety Improvement ppt

Tổ chức sự kiện

... Medical Liability System, and Incentives for Patient Safety ImprovementMichelle M. Mello, David M. Studdert, Eric J. Thomas,Catherine S. Yoon, and Troyen A. Brennan* Patient safety advocates argue ... eds. (2001) Lessons in Patient Safety. Chicago, IL:National Patient Safety Foundation.7. Weeks, W. B., & J. P. Bagian (2003) “Making the Business Case for Patient Safety. 29 Joint Commission ... insureds) and based on a limited number of safety- related criteria. To create strong financial incentives for hospitals, suchschemes need to expand their purchaser and patient base significantly and select...
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Patient Safety in Obstetrics and Gynecology pot

Patient Safety in Obstetrics and Gynecology pot

Sức khỏe phụ nữ

... intraoperative vari-ables, and 30-day postoperativemortality and morbidity outcomesfor patients undergoing major sur-gical procedures in both inpatient and outpatient settings. These dataare ... industry, and evensome medical device companiesthat made anesthesia equipment.1268 Pearlman Patient Safety in Obstetrics and Gynecology OBSTETRICS & GYNECOLOGYCurrent Commentaries Patient Safety ... im-proved outcomes and reduced liabil-ity costs through a concerted patient safety effort. The author proposeschanges in four areas to specificallyaddress patient safety in obstetrics and gynecology,...
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Performance Management A roadmap for developing, implementing and evaluating performance management systems doc

Performance Management A roadmap for developing, implementing and evaluating performance management systems doc

Cao đẳng - Đại học

... that competency models and performance standards like those described above help managers and employeesidentify and address development needs. Obviously, any performance standards thatare not ... Human Performance Management Q27 Performance Management Training Topics Q Philosophy and uses of the system.Q Description of the rating process.Q Roles and responsibilities of employees and ... per-formance management and pay delivery; and (5) implementing the system. Thepaper presents best practice-based, easy to understand, nuts -and- boltsapproaches for developing and implementing performance...
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Risk Management and Performance in the Balkans Support Contract docx

Risk Management and Performance in the Balkans Support Contract docx

Quản trị kinh doanh

... risk management, residual risks, review processes, and lessons learned.Risk Management in Theory and Practice 71Concerns About Performance Three GAO reports speak to concerns about BSC performance. ... process and the Army’s ownselection of risk -management tools and look for opportunities toenhance the performance of CSS contracts. Caveats on data availabil-ity and ex-post evidence notwithstanding, ... Operations was formerly known as Brown and Root Services. KBR stands for20 Risk Management and Performance in the Balkans Support Contractcontractor and its employees with various types of...
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Investigating the relationship between the business performance management framework and the Malcolm Baldrige National Quality Award framework

Investigating the relationship between the business performance management framework and the Malcolm Baldrige National Quality Award framework

Kinh tế

... theutilizationofavailableresources(NIST,2008).3.1Customer and marketknowledgeTheprocesstounderstandtheneeds and expectationsofcurrent and futurecustomers and markets(i.e.,theprocesstounderstandthevoiceofthecustomer and market)(NIST,2008).3.2Customerrelationships and satisfactionTheprocesstoestablishcustomerrelationships, and toascertaincustomersatisfaction and dissatisfactioninordertoretainthecurrentcustomers, and acquirenewcustomers and newmarkets(NIST,2008).4.1 Performance analysis,review and improvementEffectiveselection and useoffinancial and non‐financialdata and informationtoanalyze,review, and improveorganizational performance withaviewtowardachievingstrategicobjectives and toprepareforunexpectedorganizationalorexternalchanges(NIST,2008).4.2Data and knowledge management Thedevelopment and management ofknowledgeassets(e.g.,allsortsofdata,information,software and hardware)toimproveorganizationefficiency and effectiveness(NIST,2008).5.1WorkforceengagementThemechanismthatengages,develops, and assessesanorganization’sworkforcetofosterhighemployee performance and toenable and encourageemployeestocontributetotheachievementofstrategicobjectives and organizationalsustainability(NIST,2008).Continued13Figure5:TheBPM‐MBNQAconceptualframeworkTimeTransitionBPMProgramMBNQAInitiativeMBNQAProgramLeadershipCustomer and MarketFocusStrategicPlanningProcess Management WorkforceFocusResultsMeasurement,Analysis, and Knowledge Management StrategyDevelopmentBusinessIntelligence Performance Analysis,Review, and Improvement Performance MonitoringActionPlanCompetitiveAdvantageInnovationResults(SameasMBNQAResults)33(1999), and Samson and Terziovski(1999)usedtheBaldrigeframeworktostudythequalityofmanufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995;Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001;Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier,2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal.,2008), and highereducation(Winn&Cameron,1998).NumerousstudieshaveinvestigatedthelinkagesimpliedintheMalcolmBaldrigeNationalQualityAwardframework.MostofthesestudiesusedtheMBNQAframeworksreleasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies.First,theMBNQAframeworks(differentversionsoftheMBNQAframework)weretestedatthecategorylevelonly.Second,theMBNQAframeworksspecifieddirectionofcausefromonedirectionbyusingunidirectionalarrowsbasedonthegeneralpropositionthatleadershipdrivesthesystemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywererepresentedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)testedtherelationshipsin1995MBNQAframework and portrayedtherelationshipsinarecursivecausalmodel.TheypositedthattheBaldrigequalityexpertsdidnotfollowtheirgeneraltheoryindefiningthespecific performance relationshipsbetweenthecriteriacategories.Wilson and CollieralsoarguedthattheBaldrigequalityexpertsdefaultedtothepremisethateverythingisrelatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined.18Table2:ContinuedConstructs ... theutilizationofavailableresources(NIST,2008).3.1Customer and marketknowledgeTheprocesstounderstandtheneeds and expectationsofcurrent and futurecustomers and markets(i.e.,theprocesstounderstandthevoiceofthecustomer and market)(NIST,2008).3.2Customerrelationships and satisfactionTheprocesstoestablishcustomerrelationships, and toascertaincustomersatisfaction and dissatisfactioninordertoretainthecurrentcustomers, and acquirenewcustomers and newmarkets(NIST,2008).4.1 Performance analysis,review and improvementEffectiveselection and useoffinancial and non‐financialdata and informationtoanalyze,review, and improveorganizational performance withaviewtowardachievingstrategicobjectives and toprepareforunexpectedorganizationalorexternalchanges(NIST,2008).4.2Data and knowledge management Thedevelopment and management ofknowledgeassets(e.g.,allsortsofdata,information,software and hardware)toimproveorganizationefficiency and effectiveness(NIST,2008).5.1WorkforceengagementThemechanismthatengages,develops, and assessesanorganization’sworkforcetofosterhighemployee performance and toenable and encourageemployeestocontributetotheachievementofstrategicobjectives and organizationalsustainability(NIST,2008).Continued13Figure5:TheBPM‐MBNQAconceptualframeworkTimeTransitionBPMProgramMBNQAInitiativeMBNQAProgramLeadershipCustomer and MarketFocusStrategicPlanningProcess Management WorkforceFocusResultsMeasurement,Analysis, and Knowledge Management StrategyDevelopmentBusinessIntelligence Performance Analysis,Review, and Improvement Performance MonitoringActionPlanCompetitiveAdvantageInnovationResults(SameasMBNQAResults)33(1999), and Samson and Terziovski(1999)usedtheBaldrigeframeworktostudythequalityofmanufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995;Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001;Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier,2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal.,2008), and highereducation(Winn&Cameron,1998).NumerousstudieshaveinvestigatedthelinkagesimpliedintheMalcolmBaldrigeNationalQualityAwardframework.MostofthesestudiesusedtheMBNQAframeworksreleasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies.First,theMBNQAframeworks(differentversionsoftheMBNQAframework)weretestedatthecategorylevelonly.Second,theMBNQAframeworksspecifieddirectionofcausefromonedirectionbyusingunidirectionalarrowsbasedonthegeneralpropositionthatleadershipdrivesthesystemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywererepresentedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)testedtherelationshipsin1995MBNQAframework and portrayedtherelationshipsinarecursivecausalmodel.TheypositedthattheBaldrigequalityexpertsdidnotfollowtheirgeneraltheoryindefiningthespecific performance relationshipsbetweenthecriteriacategories.Wilson and CollieralsoarguedthattheBaldrigequalityexpertsdefaultedtothepremisethateverythingisrelatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined.18Table2:ContinuedConstructs ... Morethan100yearsold.Focusesonbusinessconsulting,systemsintegration, and managedservices.ServesGlobal2000 and midsizecompanies,governmentagencies, and otherorganizationsintheU.S. and aroundtheworld.Majorservicesincludecustomerrelationship management, enterpriseresourceplanning,key performance indicator(KPI)development,information management, performance management, enterprisestrategydevelopment and transformation, and informationtechnology(IT)strategydevelopment and transformation,amongothers(BPMM,2005).BPMPartnersInc....
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strategy implementation the relationship between integrated project management, knowledge management and strategic project portfolio performance

strategy implementation the relationship between integrated project management, knowledge management and strategic project portfolio performance

Kinh tế

... permission.Strategy implementation: The relationship between integrated project management, knowledge manage Cholip, RobertProQuest Dissertations and Theses; 2008; ProQuest Centralpg. n/aReproduced with permission...
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The Performance Management Revolution Business Results Through Insight and Action_1 pot

The Performance Management Revolution Business Results Through Insight and Action_1 pot

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... Management Business Process Management Corporate Performance Management Corporate Performance Management Business Service Management Business Service Management Business Activity MonitoringBusiness ... address needs and functionality identified in several market categories, including: Business Performance Management  Enterprise Performance Management  Corporate Performance Management  ... threats, and regulatory pressures See, understand, and use business information to adapt their business processes and IT infrastructure to optimize business performance Business performance management...
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The Performance Management Revolution Business Results Through Insight and Action_2 ppt

The Performance Management Revolution Business Results Through Insight and Action_2 ppt

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... Understanding Business Performance Management 23 Workplace™ capabilities for business performance management visualization and collaboration Business services management for consolidated and ... Proactive monitoring and business alerts  User-customized analytics and reporting of On Demand business and IT performance information Industry-specific business performance management solutions ... process control and adaptive performance management  Information management for analytics and reporting A common event infrastructure for event-driven management of business and IT operationsInfrastructure...
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The Performance Management Revolution Business Results Through Insight and Action_3 docx

The Performance Management Revolution Business Results Through Insight and Action_3 docx

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... Monitor. The monitor process enables administrators and managers to access performance data and view the status of resources and business processes and performance data in real-time. The model-driven ... campaign and risk management, customer sales and service, and supply chain management. At the same time, to remain competitive, the company must evolve to more of a real-time operating and decision ... because of performance and high processing costs. 2.4 Business intelligence: The evolutionA BI system enables businesses to analyze and manage business performance through the access and use...
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The Performance Management Revolution Business Results Through Insight and Action_5 doc

The Performance Management Revolution Business Results Through Insight and Action_5 doc

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The Performance Management Revolution Business Results Through Insight and Action_6 doc

The Performance Management Revolution Business Results Through Insight and Action_6 doc

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The Performance Management Revolution Business Results Through Insight and Action_8 pot

The Performance Management Revolution Business Results Through Insight and Action_8 pot

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The Performance Management Revolution Business Results Through Insight and Action_10 doc

The Performance Management Revolution Business Results Through Insight and Action_10 doc

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Controlling Strategy Management and Performance Measurement_2 pptx

Controlling Strategy Management and Performance Measurement_2 pptx

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Controlling Strategy Management and Performance Measurement_3 docx

Controlling Strategy Management and Performance Measurement_3 docx

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Tìm thêm: xác định các mục tiêu của chương trình xác định các nguyên tắc biên soạn khảo sát chương trình đào tạo của các đơn vị đào tạo tại nhật bản khảo sát chương trình đào tạo gắn với các giáo trình cụ thể xác định thời lượng học về mặt lí thuyết và thực tế tiến hành xây dựng chương trình đào tạo dành cho đối tượng không chuyên ngữ tại việt nam điều tra đối với đối tượng giảng viên và đối tượng quản lí điều tra với đối tượng sinh viên học tiếng nhật không chuyên ngữ1 khảo sát thực tế giảng dạy tiếng nhật không chuyên ngữ tại việt nam nội dung cụ thể cho từng kĩ năng ở từng cấp độ phát huy những thành tựu công nghệ mới nhất được áp dụng vào công tác dạy và học ngoại ngữ mở máy động cơ lồng sóc các đặc tính của động cơ điện không đồng bộ đặc tuyến mômen quay m fi p2 đặc tuyến dòng điện stato i1 fi p2 động cơ điện không đồng bộ một pha sự cần thiết phải đầu tư xây dựng nhà máy phần 3 giới thiệu nguyên liệu từ bảng 3 1 ta thấy ngoài hai thành phần chủ yếu và chiếm tỷ lệ cao nhất là tinh bột và cacbonhydrat trong hạt gạo tẻ còn chứa đường cellulose hemicellulose chỉ tiêu chất lượng theo chất lượng phẩm chất sản phẩm khô từ gạo của bộ y tế năm 2008