... center, clear and always available communications between doctors, maintenance staff, patients’ families, and other emergency medical per- sonnel was critical for quality care of patients. The ... one of the few landowners in the search area not directly controlled by the University system. US CELLULAR HELPS UNIVERSITY OF WISCONSIN HOSPITAL IMPROVE COMMUNICATIONS AND PATIENT SAFETY CASE STUDY CASE ... 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...
Ngày tải lên: 10/12/2013, 20:15
... Coordinator, Food Safety Unit, Division of Food and Nutrition, World Health Organization, CH-1211 Geneva 27 Switzerland Mr. 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 Agreement if they are based on Codex standards and related texts. While the adoption and application ... strategy and implementation plan to address the following recommendations. Recommendations 8.3.1 The standards, processes and procedures relating to biological hazards and contained within Codex standards...
Ngày tải lên: 21/02/2014, 12:20
Health literacy and patient safety: Help patients understand ppt
... tests 27 Table of contents 4 Health literacy and patient safety: Help patients understand Health literacy and patient safety: Help patients understand Manual for clinicians Second edition Author: ... interaction and communication between patients and practice staff. 43 20 Health literacy and patient safety: Help patients understand American Medical Association Foundation and American ... Health literacy and patient safety: Help patients understand Improving interpersonal communication with patients 28 • Communication and malpractice lawsuits 28 • Communication and medical outcomes...
Ngày tải lên: 14/03/2014, 20:20
Báo cáo y học: "Medical emergency teams and rapid response triggers - the ongoing quest for the ‘perfect’ patient safety system"
Ngày tải lên: 25/10/2012, 10:02
Tài liệu Security and Performance Management doc
... some share of the bandwidth, which typically makes this setup the preferred queuing method. 3 ○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○ Security and Performance Management Standard and Extended IP ... issue the show accounting 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...
Ngày tải lên: 21/12/2013, 19:15
Who Pays for Medical Errors? An Analysis of Adverse Event Costs, the Medical Liability System, and Incentives for Patient Safety Improvement ppt
... Medical Liability System, and Incentives for Patient Safety Improvement Michelle 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, such schemes need to expand their purchaser and patient base significantly and select...
Ngày tải lên: 07/03/2014, 17:20
Patient Safety in Obstetrics and Gynecology pot
... intraoperative vari- ables, and 30-day postoperative mortality and morbidity outcomes for patients undergoing major sur- gical procedures in both inpatient and outpatient settings. These data are ... industry, and even some medical device companies that made anesthesia equipment. 1268 Pearlman Patient Safety in Obstetrics and Gynecology OBSTETRICS & GYNECOLOGY Current Commentaries Patient Safety ... im- proved outcomes and reduced liabil- ity costs through a concerted patient safety effort. The author proposes changes in four areas to specifically address patient safety in obstetrics and gynecology,...
Ngày tải lên: 14/03/2014, 14:20
Performance Management A roadmap for developing, implementing and evaluating performance management systems doc
... that competency models and performance standards like those described above help managers and employees identify and address development needs. Obviously, any performance standards that are not ... Human Performance Management Q 27 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. The paper presents best practice-based, easy to understand, nuts -and- bolts approaches for developing and implementing performance...
Ngày tải lên: 17/03/2014, 15:20
Risk Management and Performance in the Balkans Support Contract docx
... risk management, residual risks, review processes, and lessons learned. Risk Management in Theory and Practice 71 Concerns About Performance Three GAO reports speak to concerns about BSC performance. ... process and the Army’s own selection of risk -management tools and look for opportunities to enhance 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 for 20 Risk Management and Performance in the Balkans Support Contract contractor 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
... theutilizationofavailableresources(NIST,2008). 3.1Customer and marketknowledge Theprocesstounderstandtheneeds and expectationsofcurrent and futurecustomers and markets(i.e.,theprocesstounderstandthevoice ofthecustomer and market)(NIST,2008). 3.2Customer relationships and satisfaction Theprocesstoestablishcustomerrelationships, and toascertain customersatisfaction and dissatisfactioninordertoretainthecurrent customers, and acquirenewcustomers and newmarkets(NIST,2008). 4.1 Performance analysis,review and improvement Effectiveselection and useoffinancial and non‐financialdata and informationtoanalyze,review, and improveorganizational performance withaviewtowardachievingstrategicobjectives and topreparefor unexpectedorganizationalorexternalchanges(NIST,2008). 4.2Data and knowledge management Thedevelopment and management ofknowledgeassets(e.g.,allsortsof data,information,software and hardware)toimproveorganization efficiency and effectiveness(NIST,2008). 5.1Workforce engagement Themechanismthatengages,develops, and assessesanorganization’s workforcetofosterhighemployee performance and toenable and encourageemployeestocontributetotheachievementofstrategic objectives and organizationalsustainability(NIST,2008). Continued 13 Figure5:TheBPM‐MBNQAconceptualframework Time Transition BPMProgram MBNQAInitiative MBNQAProgram Leadership Customer and MarketFocus StrategicPlanning Process Management WorkforceFocus Results Measurement,Analysis, and Knowledge Management Strategy Development Business Intelligence Performance Analysis, Review, and Improvement Performance Monitoring ActionPlan CompetitiveAdvantage Innovation Results (SameasMBNQA Results) 33 (1999), and Samson and Terziovski(1999)usedtheBaldrigeframeworktostudythequalityof manufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995; Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001; Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier, 2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal., 2008), and highereducation(Winn&Cameron,1998). NumerousstudieshaveinvestigatedthelinkagesimpliedintheMalcolmBaldrige NationalQualityAwardframework.MostofthesestudiesusedtheMBNQAframeworks releasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies. First,theMBNQAframeworks(differentversionsoftheMBNQAframework)weretestedatthe categorylevelonly.Second,theMBNQAframeworksspecifieddirectionofcausefromone directionbyusingunidirectionalarrowsbasedonthegeneralpropositionthatleadershipdrives thesystemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson& Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywere representedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)tested therelationshipsin1995MBNQAframework and portrayedtherelationshipsinarecursive causalmodel.TheypositedthattheBaldrigequalityexpertsdidnotfollowtheirgeneraltheory indefiningthespecific performance relationshipsbetweenthecriteriacategories.Wilson and CollieralsoarguedthattheBaldrigequalityexpertsdefaultedtothepremisethateverythingis relatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined. 18 Table2:Continued Constructs ... theutilizationofavailableresources(NIST,2008). 3.1Customer and marketknowledge Theprocesstounderstandtheneeds and expectationsofcurrent and futurecustomers and markets(i.e.,theprocesstounderstandthevoice ofthecustomer and market)(NIST,2008). 3.2Customer relationships and satisfaction Theprocesstoestablishcustomerrelationships, and toascertain customersatisfaction and dissatisfactioninordertoretainthecurrent customers, and acquirenewcustomers and newmarkets(NIST,2008). 4.1 Performance analysis,review and improvement Effectiveselection and useoffinancial and non‐financialdata and informationtoanalyze,review, and improveorganizational performance withaviewtowardachievingstrategicobjectives and topreparefor unexpectedorganizationalorexternalchanges(NIST,2008). 4.2Data and knowledge management Thedevelopment and management ofknowledgeassets(e.g.,allsortsof data,information,software and hardware)toimproveorganization efficiency and effectiveness(NIST,2008). 5.1Workforce engagement Themechanismthatengages,develops, and assessesanorganization’s workforcetofosterhighemployee performance and toenable and encourageemployeestocontributetotheachievementofstrategic objectives and organizationalsustainability(NIST,2008). Continued 13 Figure5:TheBPM‐MBNQAconceptualframework Time Transition BPMProgram MBNQAInitiative MBNQAProgram Leadership Customer and MarketFocus StrategicPlanning Process Management WorkforceFocus Results Measurement,Analysis, and Knowledge Management Strategy Development Business Intelligence Performance Analysis, Review, and Improvement Performance Monitoring ActionPlan CompetitiveAdvantage Innovation Results (SameasMBNQA Results) 33 (1999), and Samson and Terziovski(1999)usedtheBaldrigeframeworktostudythequalityof manufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995; Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001; Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier, 2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal., 2008), and highereducation(Winn&Cameron,1998). NumerousstudieshaveinvestigatedthelinkagesimpliedintheMalcolmBaldrige NationalQualityAwardframework.MostofthesestudiesusedtheMBNQAframeworks releasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies. First,theMBNQAframeworks(differentversionsoftheMBNQAframework)weretestedatthe categorylevelonly.Second,theMBNQAframeworksspecifieddirectionofcausefromone directionbyusingunidirectionalarrowsbasedonthegeneralpropositionthatleadershipdrives thesystemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson& Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywere representedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)tested therelationshipsin1995MBNQAframework and portrayedtherelationshipsinarecursive causalmodel.TheypositedthattheBaldrigequalityexpertsdidnotfollowtheirgeneraltheory indefiningthespecific performance relationshipsbetweenthecriteriacategories.Wilson and CollieralsoarguedthattheBaldrigequalityexpertsdefaultedtothepremisethateverythingis relatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined. 18 Table2:Continued Constructs ... Morethan100yearsold.Focusesonbusinessconsulting,systems integration, and managedservices.ServesGlobal2000 and midsize companies,governmentagencies, and otherorganizationsintheU.S. and aroundtheworld.Majorservicesincludecustomerrelationship management, enterpriseresourceplanning,key performance indicator (KPI)development,information management, performance management, enterprisestrategydevelopment and transformation, and informationtechnology(IT)strategydevelopment and transformation,amongothers(BPMM,2005). BPMPartnersInc....
Ngày tải lên: 01/06/2014, 14:01
strategy implementation the relationship between integrated project management, knowledge management and strategic project portfolio performance
... permission. Strategy implementation: The relationship between integrated project management, knowledge manage Cholip, Robert ProQuest Dissertations and Theses; 2008; ProQuest Central pg. n/a Reproduced with permission...
Ngày tải lên: 03/06/2014, 02:12
The Performance Management Revolution Business Results Through Insight and Action_1 pot
... Management Business Process Management Corporate Performance Management Corporate Performance Management Business Service Management Business Service Management Business Activity Monitoring Business ... 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...
Ngày tải lên: 21/06/2014, 03:20
The Performance Management Revolution Business Results Through Insight and Action_2 ppt
... 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 operations Infrastructure...
Ngày tải lên: 21/06/2014, 03:20
The Performance Management Revolution Business Results Through Insight and Action_3 docx
... 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 evolution A BI system enables businesses to analyze and manage business performance through the access and use...
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