Health Records And Changing Health Care Delivery Systems

In the Health Information Services, rapid changes have swept the industry through electronic health records and changing health care delivery systems. Due to these changes, such employees have seen their jobs change drastically and this has become a major issue for the industry. Redesigning jobs can be effective or counter-productive. If they overload and stress people then they can see productivity plummet. However, if people become to specialized with monotonous duties, they can also see productivity plummet. In this analysis by Elizabeth Layman, she looks at all the potential factors and outputs and leaves with an approach to forming new roles that may effectively help the business address these concerns. Layman provides us a thorough breakdown of problems and solutions with possible results. This thorough exploration of the process is a key to making attainable and realistic goals that will be challenging and effective. However, she falls short of making full SMART goals because she doesn’t implement a timeline. We are left to assume that companies in the industry will need to make their own timelines to make a finely tuned SMART goal. However, her goal to redesign the jobs effectively covers specific tasks in her DESIGN step-by-step approach, such as detecting and monitoring data that may indicate change. This lends itself to the measurability of her goals. Her step-by-step approach is driven by data and reflection on measurable numbers. The goals are certainlyShow MoreRelatedA Brief Note On The Electronic Health Records Essay1484 Words   |  6 PagesClinical documentation has been used throughout the healthcare to analyze care provided to a patient, communicate important information between healthcare providers and patients, and provide medical records that will help patients track their conditions. 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Technology has influenced everything in health care. it s influenced the means info is unbroken, stored, shared and analyzed. within the future, we will expect technology to still modification and improve the means health care is delivered. it s the expectation that technology can improve the general public health and reduce the overwhelming price of health supplyRead MoreThe Widespread Adoption Of Information Technology Essay1725 Words   |  7 Pagestechnology (IT) has resulted in significant savings in health care costs as well as improved patient health and safety. Today in healthcare facilities, databases store records that can be accessed from anywhere in the world. This results in better data coordination and management (Banova, 2013). The benefits of increased use of IT continues to grow as leaders in the field of medicine create innovative ways to use IT to improve the business and health care side of medicine. IT has increased the efficiencyRead MoreWhat Factors Affecting Delivery Quality Management Programs Affect The Successful Delivery Of Medical Services1550 Words   |  7 PagesInterpret Factors Affecting Delivery Quality management programs affect the successful delivery of medical services in a managed health care system. What s the Issue? The new health care era focuses on improving patient health outcomes (Kirzecky Jones, 2013). As a result, the uncertainty in the United States health services industry and the constant changes place significant demand on health care providers and the individuals who lead and manage health care delivery systems (Stowe, Haefner, Behling

Meet Ppr s New Director Of Urban Forestry - 1148 Words

Meet PPR’s New Director of Urban Forestry Lori Hayes Lori Hayes began her career with Philadelphia Parks Recreation (PPR) as a Penn State summer student intern, June of 1981. Due to family circumstances, Lori had to get a job immediately. As a result of her internship experience, Lori decided to take the Grounds Maintenance Worker 1 test and passed. One of Lori’s proudest moments was that she began working with PPR when she was 21 years-old. After permanent appointment, she was able to advance within PPR as a Grounds Maintenance Worker 2, and Grounds Maintenance Worker 3 (Crew Chief). In the early 90s, Lori became a Landscape Project Technician and oversaw contracts regarding street trees. In 1996, she was promoted to a Park District†¦show more content†¦Heading the Urban Forestry Department, my unit is responsible for the pruning, planting and removal of street trees. I manage the operations tree division, supervise the street tree contract unit, oversee TreePhilly, respond to emergencies involving trees— storms, weather emergencies, accidents, or trees falling from old age. I’m pretty much involved in everything that relates to Philadelphia Parks Recreation and tree care. PPR: How do you feel about TreePhilly’s growth? LH: I love it, I’m proud of the program, and I’m honored to be a part of it. Their slogan/logo is â€Å"City of Arborly Love,† which I love, as a green person myself. All the support from Philly’s citizens the past five years has been great, I’m watching the initiative’s reach grow larger every year. I have volunteered at the community yard tree giveaways, assisting with handing out trees and leading tree care demos, not knowing that in my future role I would be working closely with TreePhilly’s Program Director Erica Smith and Program Assistant Katy Ament. I’m excited about TreePhilly’s future and proud to have a closer relationship with that program. What has been the favorite aspect of your PPR career? LH: I like emergency response. If it is a critical situation I am there! We had an incident the same day as the Philadelphia Marathon and a tree came down on a moving car on Henry Avenue in the Northwest section of the city. The woman in the vehicle wasShow MoreRelatedInternship Report in Janata Bank Limited9784 Words   |  40 Pagesinformation are as follows: ↠ Annual reports of Janata Bank. ↠ Study of the relevant files as instructed by the offices concerned. ↠ Periodicals published by Bangladesh Bank. ↠ Various books, articles, ↠ The web site of the Bank ↠ New papers ↠ Banks internal records. 1.6 Limitations: The study is constrained with several limitations. Some of these limitations are:- ⠝â€" The employees of the Janata Bank remains so much busy with their own work that it is quite tough to provide

Batna Negotiation free essay sample

BATNA Dont put all your eggs in one basket. To a negotiator, this wise old proverb illustrates that if you bring only a single proposal to the table, you may likely end up with a rotten deal, or no deal at all. You need to have an alternative plan waiting in the wings. BATNA is an acronym described by Roger Fisher and William Ury which means Best Alternative to a Negotiated Agreement. It is the alternative action that will be taken when your proposed agreement with another party results in an unsatisfactory agreement or when an agreement fails to materialize. If the result of your current negotiation only offers a value that is less than your BATNA, there is no point in proceeding with the negotiation, and one should use their best available alternative option instead. Prior to the start of negotiations, each party should have ascertained their own individual BATNA When developing a  BATNA, a negotiator should: Brainstorm a list of alternatives that could be considered if the negotiation failed to deliver a favourable agreement: * Select the most promising alternatives and develop them into practical and attainable alternatives: and * Identify the most beneficial alternative to be kept in reserve as a fall-back during the negotiation. A BATNA does not concern what should be achieved, but what the course of action should be if an agreement is not reached within a certain time. The question as to whether a BATNA should be disclosed to the other party depends on the strength (attractiveness) of the BATNA. If a negotiator has a strong BATNA, it may be beneficial to reveal it, as this would prevent the other party from acting as if a good alternative does not exist. Where a party has a weak BATNA, non-disclosure may be the preferred approach, as this may prove to be a bonus that should not be squandered through disclosure. The more a negotiator knows about the alternatives available to the other party, the better that negotiator is able to prepare for a negotiation. If a negotiator before a negotiation has access to information that the other party is over-estimating its BATNA, such information could very effectively be used to lower its negotiation expectations. Where both parties to a negotiation have a strong BATNA, negotiation would seem rather meaningless, as there would be very little incentive to come to an agreement. In such cases the parties should rather look elsewhere to pursue their business. It is crucial to think of BATNA as having two stages in a negotiation. You start off with your walking-in BATNA; the things you can influence or control before the negotiation begins. However, once negotiation starts, the BATNA is a dynamic element, changing as you derive information about the interests of other parties and their constituencies and as you compare the resources each party (including you) has available to bring about and fulfil an agreement. BATNA doesnt come in a package. It comes from planning and preparation. It is a twofold process. First, you have to determine all your available options. Then, you must also realistically estimate your  counterparts  alternatives. Each is equally important. Otherwise, it will be impossible to gauge the strength of your best alternative in relation to their best alternative. Your plan should be a flexible approach. It is important to keep in mind that both your approach, and your alternatives, should be able to bend in the wind and weather the unexpected storm. A negotiator may enter the talks with a preconceived idea of the best alternatives available to both parties, but must not be bound by them. Circumstances can alter rapidly. Unexpected changes can be anything from new information on the table; a sudden rise in costs due to political upheaval; new legislation: or, even a climatic intervention such as an unexpected and untimely frost. A sudden shift in conditions can immediately affect the strength of either party BATNA during the negotiation process. Whats in Your BATNA? How do you determine your best alternatives to a negotiated agreement? First, you have to dissect both your position and your  interests. Then, look at the sum of these parts relative to all the alternative options available. Pick the best option. Finally, do the reverse from your counterparts perspective. A well prepared negotiator looks at the whole picture. Some of the most crucial factors which should be considered include; * The cost Ask yourself how much it will cost to make the deal relative to the cost of your best alternative. Cost estimation may entail both the short term and the long term. It boils down to figuring out which of your options is the most affordable. * Feasibility Which option is the most feasible? Which one can you realistically apply over all the rest of your available options? Impact Which of your options will have the most immediate positive influence on your current state of affairs? * Consequences What do you think or estimate will happen as you consider each option as a possible solution? Examples: Lets illustrate BATNA by using a simple example. In the first scenario, lets say that you are a buyer who goes to a supplier to purchase some badly needed parts to complete a project. The supplier senses your urgency. You want the lowest price possible while  he wants the higher price. You have no fallback  position. Youre both in the boat, but its the supplier whos holding the oars, so guess who decides where the boat makes land? On the other hand, say you go to the meeting prepared. Before arranging the meet, you set up talks with 2 other suppliers who are ready and able to handle all your needs. When you meet with the first supplier in this second scenario, you can calmly sit back in your chair, and allow the supplier to finish  his offering. Now look at the reaction when you tell him about  his competitors willingness to solve your problem. You have BATNA! The talks suddenly become more amenable. So, whos holding the oars now?

The Industrial Revolution Was Dawning In The United States. At Essays

The Industrial Revolution was dawning in the United States. At Lowell, Massachusetts, the construction of a big cotton mill began in 1821. It was the first of several that would be built there in the next 10 years. The machinery to spin and weave cotton into cloth would be driven by water power. All that the factory owners needed was a dependable supply of labor to tend the machines. As most jobs in cotton factories required neither great strength nor special skills, the owners thought women could do the work as well as or better than men. In addition, they were more compliant. The New England region was home to many young, single farm girls who might be recruited. But would stern New England farmers allow their daughters to work in factories? The great majority of them would not. They believed that sooner or later factory workers would be exploited and would sink into hopeless poverty. Economic "laws" would force them to work harder and harder for less and less pay. How, then, were the factory owners able to recruit farm girls as laborers? They did it by building decent houses in which the girls could live. These houses were supervised by older women who made sure that the girls lived by strict moral standards. The girls were encouraged to go to church, to read, to write and to attend lectures. They saved part of their earnings to help their families at home or to use when they got married. The young factory workers did not earn high wages; the average pay was about $3.50 a week. But in those times, a half-dozen eggs cost five cents and a whole chicken cost 15 cents. The hours worked in the factories were long. Generally, the girls worked 11 to 13 hours a day, six days a week. But most people in the 1830s worked from dawn until dusk, and farm girls were used to getting up early and working until bedtime at nine o'clock. The factory owners at Lowell believed that machines would bring progress as well as profit. Workers and capitalists would both benefit from the wealth created by mass production. For a while, the factory system at Lowell worked very well. The population of the town grew from 200 in 1820 to 30,000 in 1845. But conditions in Lowell's factories had already started to change. Faced with growing competition, factory owners began to decrease wages in order to lower the cost--and the price--of finished products. They increased the number of machines that each girl had to operate. In addition, they began to overcrowd the houses in which the girls lived. Sometimes eight girls had to share one room. In 1836, 1,500 factory girls went on strike to protest wage cuts. (The girls called their action a "turn out.") But it was useless. Desperately poor immigrants were beginning to arrive in the United States from Europe. To earn a living, they were willing to accept low wages and poor working conditions. Before long, immigrant women replaced the "Yankee" (American) farm girls. To many people, it was apparent that justice for wage earners would not come easily. Labor in America faced a long, uphill struggle to win fair treatment. In that struggle, more and more workers would turn to labor unions to help their cause. They would endure violence, cruelty and bitter defeats. But eventually they would achieve a standard of living unknown to workers at any other time in history. In colonial America, most manufacturing was done by hand in the home. Some was done in workshops attached to the home. As towns grew into cities, the demand for manufactured goods increased. Some workshop owners began hiring helpers to increase production. Relations between the employer and helper were generally harmonious. They worked side by side, had the same interests and held similar political views. The factory system that began around 1800 brought great changes. The employer no longer worked beside his employees. He became an executive and a merchant who rarely saw his workers. He was concerned less with their welfare than with the cost of their labor. Many workers were angry about the changes brought by the factory system. In the past, they had taken great pride in their handicraft skills; now machines did practically all the work, and they were reduced to the status of common laborers. In bad times they could lose their jobs. Then they might be replaced by workers who would accept lower wages. To skilled craft workers, the Industrial Revolution meant degradation rather than progress. As the factory system grew,