Descripciones mejoradas de Syndetics:

Pharmacology

Tabla de contenidos provista por Syndetics

• Contributors(p. xi)
• Foreword(p. xv)
• Preface(p. xvii)
• Part I The Process-Centered Organization(p. 1)
• Chapter 1 The New World of Health Care: Seeking Change and Improvement(p. 3)
• The Current Environment(p. 4)
• The Future(p. 8)
• Executive Perceptions(p. 14)
• Conclusion(p. 15)
• Chapter 2 Reengineering: The Journey to a Process-Centered Organization(p. 17)
• The Reengineering Revolution(p. 18)
• What Reengineering Is Not(p. 20)
• The Need To Reengineer(p. 22)
• The Need To Reengineer Health Care(p. 24)
• A Methodology for Reengineering(p. 25)
• Case Studies(p. 36)
• Life after Reengineering(p. 38)
• The Process-Centered Organization(p. 39)
• Conclusion(p. 42)
• Chapter 3 From Structure to Culture: A Journey of Transformation(p. 45)
• Background(p. 46)
• System Transformation(p. 50)
• System Integration(p. 53)
• Accountability Framework(p. 53)
• Patient-Focused Care(p. 54)
• Professional Practice Model(p. 55)
• Partnership(p. 59)
• Evaluation(p. 62)
• Conclusion(p. 64)
• Chapter 4 Process Reengineering: Strategies for Analysis, Redesign, and Refinement(p. 69)
• Business Processes in Health Care(p. 69)
• Core Business Processes in Health Care(p. 70)
• Management Structure(p. 72)
• Identifying Reengineering Opportunities(p. 75)
• Understanding Process Requirements(p. 76)
• Conclusion(p. 78)
• Chapter 5 Chaos or Transformation? Managing the Process of Innovation(p. 81)
• The Five Phases of Innovation(p. 82)
• Conclusion(p. 94)
• Chapter 6 Process Redesign: Beyond TQM and Reengineering(p. 95)
• What Is TQM?(p. 95)
• What Is Reengineering?(p. 96)
• What Is Process Redesign?(p. 97)
• What Is Organizational Infrastructure?(p. 98)
• Scope of the Changes(p. 98)
• Preparing Management(p. 99)
• Preparing the Work Force(p. 100)
• Conclusion(p. 101)
• Chapter 7 Leading People through Organizational Transformation: The Human Side of Radical Change and Transformation(p. 103)
• The People Side(p. 104)
• Employee Needs(p. 104)
• Management's Responsibility(p. 105)
• Planning for the Behavioral and Cultural Side of Change(p. 106)
• Conclusion(p. 111)
• Chapter 8 Teams: The Essential Work Unit(p. 113)
• Process Teams(p. 113)
• Success Factors for Teams(p. 114)
• Team Roles(p. 115)
• The Next Challenges(p. 116)
• Conclusion(p. 117)
• Chapter 9 Leading Upstream: Implementing Process-Centered Leadership Skills(p. 119)
• Responding to Today's Upstream Environment(p. 120)
• Creating Processes(p. 123)
• Sustaining Processes(p. 129)
• Renewing and Redesigning Processes(p. 134)
• Conclusion(p. 138)
• Chapter 10 Management and Organizational Restructuring: Reforming the Corporate System(p. 141)
• Re-Creating Management Roles(p. 141)
• The New Nurse Manager(p. 144)
• The Matrix Structure(p. 146)
• Rethinking the Organization(p. 149)
• Conclusion(p. 152)
• Chapter 11 Management in the Process-Centered Environment(p. 153)
• Management Roles in the Process-Centered Organization(p. 154)
• Process Centering in the Health Care Environment(p. 156)
• Stuctures Supporting the Key Processes(p. 158)
• Conclusion(p. 158)
• Chapter 12 Reengineering Patient Care in a Multi-Institutional System(p. 161)
• Reengineering: The Importance of Language(p. 162)
• Reengineering in a Corporate Structure(p. 162)
• Initiating Reengineering Efforts(p. 165)
• Building on Strengths(p. 166)
• The Critical Element in Reengineering: The Worker(p. 166)
• A Corporate Approach to Change(p. 167)
• Special Considerations for Reengineering Clinical Services(p. 172)
• Managing the Issues(p. 172)
• Conclusion(p. 175)
• Chapter 13 Managing Diversity(p. 177)
• Promoting Cultural Cohesion(p. 177)
• Elements of Diversity Management(p. 178)
• Strategies for Promoting Diversity Efforts(p. 181)
• Conclusion(p. 185)
• Chapter 14 The Learning Team(p. 187)
• Teaching, Educating, or Learning(p. 187)
• Health Care Reengineering and Learning(p. 189)
• Relating the Four Key Elements of Reengineering to Learning(p. 190)
• The Learning Work Team(p. 193)
• Strategies for Successful Work Team Learning(p. 203)
• Important Aspects for Health Care Work Team Learning(p. 204)
• Conclusion(p. 206)
• Part II Case Studies(p. 209)
• Chapter 15 Team 2000: One Hospital's Initiative in Reengineering(p. 211)
• Environmental and Historical Perspectives(p. 211)
• Reengineering Initiative(p. 212)
• Design Phase(p. 213)
• Implementation(p. 215)
• Evaluation(p. 217)
• Human Resource Considerations(p. 219)
• Communication(p. 220)
• Monitoring Quality and Outcomes(p. 220)
• Conclusion(p. 221)
• Chapter 16 Creating a Process-Centered Organization(p. 223)
• The Need To Reengineer(p. 225)
• Employee Culling as a Byproduct of Reengineering(p. 225)
• Phase 1 Analysis and Measurement of Existing Processes(p. 227)
• Phase 2 Redesign of Core Processes(p. 228)
• Phase 3 Implementation and Measurement with Continuous Monitoring and Improvement(p. 234)
• Conclusion(p. 239)
• Chapter 17 The Patient Care Documentation Process: The Infrastructure to Support Outcome-Based Standards of Care(p. 243)
• Establishment of Foundation for Interdisciplinary Standards(p. 246)
• Understanding the Current Process(p. 250)
• Creation of the Ideal Process(p. 251)
• Pilot Implementation(p. 255)
• Conclusion(p. 258)
• Chapter 18 The Outcomes Management Process: A Three-Year Experience(p. 261)
• Historical Perspective(p. 261)
• Implementation of Outcomes Management Process(p. 266)
• Case Example(p. 271)
• Outcomes Management, 1998(p. 276)
• Conclusion(p. 278)
• Chapter 19 Home Health Care Documentation: Process Reengineering through Information Systems(p. 279)
• The Home Health Environment(p. 280)
• Home Health Information System Requirements(p. 281)
• Background: VBMC Home Health(p. 282)
• Process Centering at VBMC Home Health(p. 284)
• The Reengineering Experience(p. 285)
• Conclusion(p. 293)
• Chapter 20 Developing and Maintaining a Team-Based Organization as Processes Evolve(p. 297)
• History(p. 297)
• Team Structural Design(p. 300)
• Assignment of Patients to Teams(p. 305)
• Developing "Teamness"--The Cultural Change(p. 306)
• Additional Key Issues(p. 310)
• Barriers to Team-Based Structure(p. 313)
• Moving Beyond Patient Care Teams(p. 316)
• Conclusion(p. 316)
• Chapter 21 Pediatric Intravenous Medication Delivery: An Innovation Project(p. 321)
• The Beginning(p. 322)
• Theory to Practice(p. 322)
• The New Paradigm(p. 323)
• Essential Innovators(p. 324)
• Innovation at Work(p. 326)
• Clinical Care Process Innovation--Intravenous Medication Administration(p. 329)
• Conclusion(p. 332)
• Chapter 22 Warfarin Management in an Ambulatory Clinic(p. 335)
• Anticoagulation Therapy Initiative(p. 335)
• Warfarin Protocol Development(p. 337)
• Developing and Implementing the Ambulatory Anticoagulation Clinic(p. 338)
• Challenges(p. 353)
• Reproducibility(p. 353)
• Conclusion(p. 354)
• Chapter 23 Information Management: Supporting Process-Centered Work(p. 357)
• Information Management(p. 357)
• Nursing and Information(p. 357)
• Determining Information Management Needs(p. 358)
• Conclusion(p. 366)
• Index(p. 369)
• About the Authors(p. 385)

Notas de autor provistas por Syndetics

Rella Adams, PhD, RN, CNAA: Senior Vice President, Nursing Services, Valley Baptist Medical Center, Harlingen, Texas
Maia Baker, MSN, RN: Administrative Director, Nursing Services, Valley Baptist Medical Center, Harlingen, Texas
Sherry D. Baker, MSN, RN: Director, Women's and Children's Services, Hillcrest Baptist Medical Center, Waco, Texas
Edward L. Beard, Jr., MSN, RN, CNAA: Vice President, Patient Services, Catawba Memorial Hospital, Hickory, North Carolina
Marjorie Beyers, PhD, RN, FAAN: Executive Director, American Organization of Nurse Executives, Chicago, Illinois
Janice K. Bultema, MSN, RN, CNAA, NHA: Executive Director, Transition Planning, Northwestern Memorial Hospital, Chicago, Illinois; Clinical Assistant Professor, Marcella Niehoff School of Nursing, Loyola University, Chicago, Illinois
Jo Anne Carrick, MSN, RN: Instructor, The Pennsylvania State University, Shenango Campus, Sharon
Marcia A. Colone, PhD, LCSW: Director, Case Management, Northwestern Memorial Hospital, Chicago, Illinois
Margret Comack, MEd, BN: Director, Professional Practice, Toronto East General Hospital, Toronto, Ontario
Dorothy Counts, MA, RN, CPHQ: Clinical Resource Manager, Performance Improvement, Pennsylvania Hospital, Philadelphia
Markie Cowley, MSN, RN, CHE: Vice President, Patient Care and Nursing Services, Mission Hospital Regional Medical Center, Mission Viejo, California
Jill Donaldson, MSN, RN, CCRN: Surgical Outcomes Manager, Mission Hospital Regional Medical Center, Mission Viejo, California
Cyndy B. Dunlap, MPA, RN: Senior Vice President/Chief Nursing Officer, Hillcrest Baptist Medical Center, Waco, Texas
Dominick L. Flarey, PhD, MBA, RN,CS, CNAA, FACHE: President, Dominick L. Flarey and Associates, Inc., Niles, Ohio
Paula S. Forte, PhD, MSN, RN, CNAA: Director of Patient Services, Methodist Hospital, HealthSystem, Minnesota; Adjunct Assistant Professor, University of Minnesota School of Nursing, Minneapolis
Lisa Freed, MSHA, RN: Administrative Director, Nursing Services, Valley Baptist Medical Center, Harlingen, Texas
Anita Gottlieb, MA, RNP, CPHQ: Quality Improvement Coordinator, Arkansas Children's Hospital, Little Rock
Patti Higginbotham, RN, CPHQ, FNAHQ: Vice President, Quality Management, Arkansas Children's Hospital, Little Rock
Mary Lou Helfrich Jones, PhD, RN, CNAA: Assistant Operating Officer, Women's Services, Duke University Health System, Durham, North Carolina
Bette Keeling, MSN, RN, CNAA: Nursing Coordinator, Hillcrest Baptist Medical Center, Waco, Texas
Curt Kretzinger, BSN, RN: Vice President, Patient Care Services, Heartland Health System, St. Joseph, Missouri
Maura MacPhee, MS, RN: Clinical Specialist, The Children's Hospital, Denver, Colorado
Jo Manion, MA, RN, CNAA, FAAN: Founder and Senior Consultant, Manion and Associates, Oviedo, Florida
Magdalena A. Mateo, PhD, RN, FAAN: Consultant, Boston, Massachusetts
Myra Mengwasser, MHA, RN: Partner, Ernst and Young, LLP, St. Louis, Missouri
Mae Taylor Moss, MS, MSN, RN, FAAN: President, Moss Management Inc., International, Houston, Texas
Gail Paech, MScN, BScN: Former President and CEO, Toronto East General Hospital, Ontario
Celine Peters, MN, RN: Director of Outcomes Management, Mission Hospital Regional Medical Center, Mission Viejo, California
Lana S. Peters, MHA, MBA, RN: Senior Consultant, Ernst and Young, LLP, St. Louis, Missouri
Tim Porter-O'Grady, PhD, EdD, FAAN: President, Tim Porter-O'Grady Associates, Inc.; Assistant Professor, Emory University, Atlanta, Georgia
Mary Pubentz, PharmD, RPh: Clinical Coordinator, Anticoagulation Clinic, Lutheran General Hospital-Advocate Health Care, Park Ridge, Illinois
Julie Schaffner, MSN, RN: Vice President of Operations, Lutheran General Hospital-Advocate Health Care, Park Ridge, Illinois
Kerry K. Seely, RN: Director, Acute Care Services, Hillcrest Baptist Medical Center, Waco, Texas
Suzanne P. Smith, EdD, RN, FAAN: Editor-in-Chief, Journal of Nursing Administration, Philadelphia, Pennsylvania
Hussein A. Tahan, MS, RN, CNA: Manager, Clinical Pathway Program, Mount Sinai Hospital, New York; Adjunct Faculty Case Management Programs, Pace University, Pleasantville, New York; College of Mount St. Vincent, Riverdale, New York
Janet Teeters, MS, RPh: Director of Operations, Pharmacy and Rehab Services, Lutheran General Hospital-- Advocate Health Care, Park Ridge, Illinois
Karen Terry, MS, RN: Nurse Clinical Specialist, The Children's Hospital, Denver, Colorado
Linda D. Thompson, BSN, RN: Director, Medical-Surgical Services, Hillcrest Baptist Medical Center, Waco, Texas
Karen Vest, BSN, RN: Special Projects Coordinator, Valley Baptist Home Health, Harlingen, Texas
Katherine W. Vestal, PhD, RN, FAAN, FACHE: Partner, Ernst and Young, LLP, Dallas, Texas
Phyllis M. Watson, PhD, MEd, RN: Senior Vice President, Lakeland Regional Medical Center, Lakeland, Florida