Changes in healthcare from a conflictionist point of view can be described as opposing forces for or against the changes. There are some who desire changes to the present healthcare system and there are those who do not wish to see any changes or cannot agree on exactly what about healthcare should be changed. There will always be conflict among those who own the means of goods and production and those who struggle to get what they need. I believe that this theory most applies to changes in health care because conflict usually happens when there is unequal distribution of scarce resources, in this case healthcare. One may not think that healthcare is a scarce resource, but when you look at the
During the delivery of these healthcare services, resources available are scarce while their demand gradually increases. Increase in demand is associated with the new and competing treatments and an aging population that need consistence health care services. With the limited resources tough choices have to be made in the delivery of receipts of healthcare. Making these choices in the healthcare system needs a clear understanding of the costs and benefits of delivering and providing such care. The process must be scientifically evaluated to ensure that the best decisions are made upon every step of the way (Getzen, 2007).
This case will look at the potential sources of the problem, the data that should be analyzed, recommendations to increase data accuracy and how a consultant might address and improve the situation from an economist’s view of behavior. Background The Interwest Healthcare Corporation case in Managerial Economics and Organizational Architecture (2009) represents the challenges faced by Cynthia Manzoni, Chief Operating Officer and Vijay Singh, Chief Financial Officer (p. 38). Singh’s concerns were related
Without prior market penetration of an organization’s competetitors, the usefulness and effectiveness of properly marketing a new product or service can be quite burdensome. This is due to the fact that an organization runs a major risk of constantly striving to maintain its customer base, as the new type of product or service has not yet been introduced into the maintstream. Additionally, pricing may be an issue based upon: Should pricing be very low to attract new buyers?, or Should pricing be set high to offset initial entry into a new marketplace? These are the questions that an organization must face, but for the most part, being a
This is an important issue due to the fact that biotechnology is heavily affected by capital availability and recently, venture capitalists were reluctant to fund biotechnology firms. As Jeff Hirst said, “When it comes to raising capital today, it’s a buyers’ market.” Therefore, producing returns for our current investors and producing high returns for potential buyers was a key focus. A second key issue was the probability of successfully completing each phase of testing. For both Phase I/II and Phase III, if the phase was not completed, there would be zero sales and all capital expenditures would be rendered useless. Phase I/II seemed relatively routine; however, Phase III was much more complex and presented a much bigger risk of preventing FDA approval and eliminating all future sales.
Nursing Sensitive Indicators 1 Western Governor’s University Nursing Sensitive Indicators 2 Identifying Issues Using Nursing Sensitive Indicators Nursing sensitive indicators are key in recognizing problems that interfere with patient care. In this scenario, nursing sensitive indicators may have been utilized to avoid such issues. Nursing indicators are used in evaluating patient care quality. Multiple issues in this scenario have outcomes which are directly affected by nursing care, thus classifying them as nursing “sensitive”. Mr. J was in restraints in this case.
403). Health care workers will not feel safe in situations where blame or punishment is the norm. Maintaining a culture of non-punitive behavior and “just” practice will improve reporting of adverse events, while unfair practices will deter reporting measures for fear of ramifications. The inclination to blame is rooted in hindsight bias and it is difficult to understand that the situation faced by an individual at the time of the event is very different than perceived after the event (The Institute for Safe Medication Practices [ISMP], 2000). If health professionals do not feel that they can expect fair treatment when they report safety incidents, mandatory reporting will only increase the level of fear and drive valuable safety-related information underground (Weiner et al., p.
(Friedenberg, 2000) In my opinion rationing by delay, if it is beneficial and does not cause imminent death, is a crucial and appropriate part of cost containment. For example, if an individual is in need of a surgery that can increase their quality of life but is not viewed as healthy enough to receive the procedure, then a delay would be appropriate if the lack of the surgery did not mean they would experience a decrease in quality or quantity of life. However, this form of rationing must be regulated heavily to ensure that individuals are not being discriminated against based upon their demographics if the demographic is not a necessary tool in the final decision
For instance, the coding and billing Department have a clear-cut definition of what is expected and if there are major issues within the department it could delay payment for medical insurances. So it is important that every department is properly trained and managed accordingly. If there are too many audits and medical insurance companies are slow to pay, this may cause a huge financial burden on the hospital (Chavis, 2009). Culture differences often stem the communication challenges and thus causing a blame shift. Becoming more aware of cultural differences and the willingness to explore cross-culture communication.
Quality indicators at the macro level often look at an overall rate or incidence, while the micro or unit level reflect the processes associated with the overall indicator. A macro level quality indicator in both inpatient and outpatient healthcare settings is falls. Preventing falls is complex and multi-faceted, with evidence for fall prevention becoming plentiful and overwhelming. Yet, organizations have been challenged to eliminate this costly event. Monitoring of this complex quality indicator is best accomplished through a process of establishing a guideline for your defined healthcare setting that has an evidence base to which the staff will be held accountable.