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Journal articles on the topic 'Hospital administration'

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Published: 4 June 2021
Last updated: 30 July 2024

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1

&NA;. "Hospital Administration Terminology." Health Care Management Review 12, no. 1 (1987): 95. http://dx.doi.org/10.1097/00004010-198712010-00020.

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2

Dayananda, M. "Applied Hospital Administration." Medical Journal Armed Forces India 61, no. 4 (October 2005): 400. http://dx.doi.org/10.1016/s0377-1237(05)80086-3.

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3

Rowland, Howard S., and Beatrice L. Rowland. "Hospital Administration Handbook." Health Care Management Review 10, no. 1 (January 1985): 90. http://dx.doi.org/10.1097/00004010-198501010-00023.

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4

Zupko, Karen A. "Marketing to Hospital Administration." Journal of Vascular and Interventional Radiology 10, no. 2 (February 1999): 81–82. http://dx.doi.org/10.1016/s1051-0443(99)71039-0.

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5

Parker, P. "Pre-Hospital Antibiotic Administration." Journal of the Royal Army Medical Corps 154, no. 1 (March 1, 2008): 5–9. http://dx.doi.org/10.1136/jramc-154-01-02.

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6

Parker, P. "Pre-Hospital Antibiotic Administration." Journal of the Royal Army Medical Corps 154, no. 1 (March 1, 2008): 5–9. http://dx.doi.org/10.1136/jramc-154-01-03.

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7

Stewart, Colten, Paul S. Chan, Kevin Kennedy, Morgan B. Swanson, and Saket Girotra. "Hospital Variation in Epinephrine Administration Before Defibrillation for Cardiac Arrest Due to Shockable Rhythm*." Critical Care Medicine 52, no. 6 (February 7, 2024): 878–86. http://dx.doi.org/10.1097/ccm.0000000000006203.

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OBJECTIVES: Contrary to advanced cardiac life support guidelines that recommend immediate defibrillation for shockable in-hospital cardiac arrest (IHCA), epinephrine administration before first defibrillation is common and associated with lower survival at a “patient-level.” Whether this practice varies across hospitals and its association with “hospital-level” IHCA survival remains unknown. The purpose of this study was to determine hospital variation in rates of epinephrine administration before defibrillation for shockable IHCA and its association with IHCA survival. DESIGN: Observational cohort study. SETTING: Five hundred thirteen hospitals participating in the Get With The Guidelines Resuscitation Registry. PATIENTS: A total of 37,668 adult patients with IHCA due to an initial shockable rhythm from 2000 to 2019. INTERVENTIONS: Epinephrine before first defibrillation. MEASUREMENTS AND MAIN RESULTS: Using multivariable hierarchical regression, we examined hospital variation in epinephrine administration before first defibrillation and its association with hospital-level rates of risk-adjusted survival. The median hospital rate of epinephrine administration before defibrillation was 18.8%, with large variation across sites (range, 0–68.8%; median odds ratio: 1.54; 95% CI, 1.47–1.61). Major teaching status and annual IHCA volume were associated with hospital rate of epinephrine administration before defibrillation. Compared with hospitals with the lowest rate of epinephrine administration before defibrillation (Q1), there was a stepwise decline in risk-adjusted survival at hospitals with higher rates of epinephrine administration before defibrillation (Q1: 44.3%, Q2: 43.4%; Q3: 41.9%; Q4: 40.3%; p for trend < 0.001). CONCLUSIONS: Administration of epinephrine before defibrillation in shockable IHCA is common and varies markedly across U.S. hospitals. Hospital rates of epinephrine administration before defibrillation were associated with a significant stepwise decrease in hospital rates of risk-adjusted survival. Efforts to prioritize immediate defibrillation for patients with shockable IHCA and avoid early epinephrine administration are urgently needed.
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8

M. Jae, Moon, and Roh Chul-young. "Does Governance Affect Organizational Performance? Governance Structure and Hospital Performance in Tennessee." Korean Journal of Policy Studies 31, no. 2 (August 31, 2016): 23–40. http://dx.doi.org/10.52372/kjps31202.

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It is critical for a hospital to perform efficiently, to provide quality health care, and to maintain a high reputation in the community that the hospital serves. Since hospital governing boards are charged with ensuring superior performance on the part of the hospital, it is important to understand the features of governing boards that contribute positively to hospital performance. This study investigates the relationship between hospital governance and hospital performance in Tennessee. It measures the performance of 125 community hospitals from 2008 to 2012 using data envelopment analysis (DEA). This study finds that hospitals that adopt a corporate governance model perform better than hospitals that embrace a philanthropic one.
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9

Cronin, Cory E., Kristin A. Schuller, and Doulas S. Bolon. "Hospital Administration as a Profession." Professions and Professionalism 8, no. 2 (April 10, 2018): e2112. http://dx.doi.org/10.7577/pp.2112.

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Many benefits accrue to an occupation that is described as a “profession,” including the ability to influence public debate, such as the current one over health policy in the United States. The label of profession frequently enhances the status, prestige, power, and legitimacy of an occupation, which usually translates into additional resources and power. This article examines the current status of the occupation—hospital administration—with respect to the literature pertaining to the concept of a profession. Hospital administration is assessed in terms of its relation to three common attributes associated with professions: collegial traits, knowledge base, and service orientation. The analysis indicates that there are important obstacles to be overcome before hospital administration can be considered a profession based on these three attributes.
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10

Portwood, Judith L. "Training in hospital pharmacy administration." American Journal of Health-System Pharmacy 47, no. 6 (June 1, 1990): 1273. http://dx.doi.org/10.1093/ajhp/47.6.1273.

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11

Light, Harold L. "Social Work and Hospital Administration." Social Work in Health Care 12, no. 3 (July 20, 1987): 53–58. http://dx.doi.org/10.1300/j010v12n03_06.

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12

Brush, Linnea C. "Hospital and Health Administration Index." Journal of Clinical Engineering 20, no. 5 (September 1995): 415. http://dx.doi.org/10.1097/00004669-199509000-00019.

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13

Mattera, Connie, and Anne Marie Kozul. "Out-of-hospital thrombolytic administration." Journal of Emergency Nursing 21, no. 6 (December 1995): 562–64. http://dx.doi.org/10.1016/s0099-1767(05)80280-6.

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14

KAWAKITA, SUKEYUKI. "A view of hospital administration." Juntendo Medical Journal 37, no. 3 (1991): 412–15. http://dx.doi.org/10.14789/pjmj.37.412.

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15

Chun, Je-Ran. "Reengineering of Hospital Administration Process for Efficient Hospital Management." Journal of the Korea Contents Association 7, no. 6 (June 28, 2007): 169–76. http://dx.doi.org/10.5392/jkca.2007.7.6.169.

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16

S.PONMALAr, S. PONMALAr, and Dr R. PUNITHA Dr. r.PUNITHA. "Challenges to Hr Audit in Hospital Administration in 21St Century." Indian Journal of Applied Research 4, no. 7 (October 1, 2011): 295–96. http://dx.doi.org/10.15373/2249555x/july2014/93.

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17

Brătucu, Eugen, Sinziana Ionescu, Augustin Marian Marincaş, Rossana Brătucu, Maria-Manuela Răvaş, and Virgiliu-Mihail Prunoiu. "The Establishment of Civil Hospital Administration." Chirurgia 115, no. 2 (2020): 274. http://dx.doi.org/10.21614/chirurgia.115.2.274.

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18

Holt, Francis X. "The Ethical Dimensions of Hospital Administration." AJN, American Journal of Nursing 118, no. 1 (January 2018): 10. http://dx.doi.org/10.1097/01.naj.0000529698.22945.60.

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19

Matorin, Susan. "Child Visitors and Creative Hospital Administration." Hospital Topics 63, no. 5 (October 1985): 5. http://dx.doi.org/10.1080/00185868.1985.9950507.

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20

Mallison, Mary B. "IF OLIVER NORTH TAUGHT HOSPITAL ADMINISTRATION." AJN, American Journal of Nursing 87, no. 9 (October 1987): 1263–66. http://dx.doi.org/10.1097/00000446-198710000-00001.

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21

A. JOHNSON AND HIGDON C. ROBERTS, J, RALPH. "CONTRACT ADMINISTRATION IN A FEDERAL HOSPITAL." Journal of Collective Negotiations in the Public Sector 14, no. 4 (December 1, 1985): 1. http://dx.doi.org/10.2190/dh13-lge3-3yhf-3p9f.

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22

Mountzuris, John. "Communicating pharmaceutical outcomes to hospital administration." American Journal of Health-System Pharmacy 52, suppl_4 (October 1, 1995): S9—S11. http://dx.doi.org/10.1093/ajhp/52.19_suppl_4.s9.

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23

Woolston, Joseph L. "The administration of hospital-based services." Child and Adolescent Psychiatric Clinics of North America 11, no. 1 (January 2002): 43–65. http://dx.doi.org/10.1016/s1056-4993(03)00060-9.

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24

V Biradar, Rajashree, B. Arpitha, Kavitha S.R, Monica S.B, and R. Vaishnavi. "Administration of Super Specialty Hospital Activities." International Journal of Engineering Trends and Technology 35, no. 7 (May 25, 2016): 338–43. http://dx.doi.org/10.14445/22315381/ijett-v35p269.

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25

Jaffe, Ari, Jerome Levine, and Leslie Citrome. "“Stat” Medication Administration Predicts Hospital Discharge." Psychiatric Quarterly 80, no. 2 (March 14, 2009): 65–73. http://dx.doi.org/10.1007/s11126-009-9097-3.

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26

Wilson, Asa B. "Adopt-a-Hospital Project: An instructional tool for hospital administration." Journal of Hospital Administration 5, no. 6 (September 23, 2016): 63. http://dx.doi.org/10.5430/jha.v5n6p63.

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Backgournd: More often than not, university health administration curriculums are generic and are not foundational to a specific career track. This is especially true in relation to the transition from graduation to a hospital administration career progression. The overarching question is, “How does one prepare themselves for senior leadership in an acute care hospital setting?”Objective: A semester-long assignment – Adopt-a-Hospital Project – is discussed in the context of a healthcare finance course as tool for preparing students to think administratively regarding hospital operations. This Project is presented as an academic foundation preparing students for the required semester-long internship placement in an acute care hospital.Results: The Project-Internship sequence has, over a four-year period, demonstrated its value as an academic and experiential learning bridge from the academy to the world of work. Informal, qualitative findings are discussed in terms of a future quantitative study incorporating: (1) preceptor surveys, (2) intern surveys, and (3) focus group feedback.Conclusions: The Project-Internship sequence fosters a link between academic content and experiential learning in an acute care hospital – thereby augmenting one’s post-graduation readiness to pursue a hospital administration career track.
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27

Lubis, Fithri Handayani, Rizka Annisa, Diana Sinulingga, and Elisabeth Dame Manalu. "EDUKASI IMPLEMENTASI KEBIJAKAN MUTU BAGI PETUGAS SISTEM INFORMASI MANAJEMEN DAN PENGELOLAAN ADMINISTRASI TERINTEGRASI DI RUMAH SAKIT GRANDMED LUBUK PAKAM." Jurnal Pengabdian Masyarakat Putri Hijau 2, no. 1 (December 22, 2021): 101–4. http://dx.doi.org/10.36656/jpmph.v2i1.736.

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Hospital information systems have an important role in clinical and administrative services. Hospitals need a management information system (MIS) and hospital administration management to improve the quality of medical services. Hospital MIS (SIMRS) and integrated hospital administration management are designed to integrate the main hospital functions into one unified system that is stored in a central database. Regulation of the Minister of Health of the Republic of Indonesia Number 82 of 2013 Article 3 states that every hospital is obliged to implement a Hospital Management Information System (SIMRS). In Permenkes No. 30 of 2019 concerning electronically integrated business licensing or online single submission, hereinafter abbreviated as OSS, is a business license issued by the OSS institution for and on behalf of the minister, governor, or regent/mayor to hospital owners and managers through an integrated electronic system. The government is targeting all hospitals in Indonesia to have SIMRS which is integrated in the management of hospital administration. Hospitals that do not carry out SIMRS and good administrative management will affect the quality of service at the hospital, including causing human errors and mismanagement in recording health data, waiting time for services to be longer which can lead to accumulation of patients. The implementation of SIMRS and good and correct administrative management will have a positive impact on management, increase efficiency, and facilitate decision making in the future.
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28

Kuswardhani, RA Tuty, and I. Nyoman Budiana. "Revealing the Legal Protection of Patients Social Security Administration Agency of Health in Sanglah and Balimed Hospitals Denpasar." Jurnal Hukum Prasada 7, no. 2 (September 21, 2020): 102–10. http://dx.doi.org/10.22225/jhp.7.2.1413.102-110.

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Social Security Administration Agency of Health has a National National Health Insurance formulary, but in reality patients do not get drugs according to the National Health Insurance National Formulary. Therefore, the aims of this study are to determine the legal protection of patients of the Social Security Administration Agency of Health for the elderly in curative therapy in hospitals according to the national formulary of National Health Insurance at Sanglah Hospital and Balimed Hospital, and to know the responsibilities undertaken by the Social Security Administration Agency of Health in fulfilling its obligations for patients the Agency for the Implementation of the Social Health Insurance of the elderly in curative therapy in accordance with the national formulary of the National Health Insurance. This study uses a participatory observational (empirical-observational) empirical legal research method. Sampling with purposive sampling and data collection techniques using triangulation techniques. In principle, legal protection must refer to legal certainty, fairness and benefits for the population participating in the Social Security Administration Agency of Health for the elderly so that it is not impressed that Balimed Hospital and Sanglah General Hospital and the Social Security Administration Agency of Health make a service to consumers who are not good. The legal responsibility that should be obtained by the participants of the Social Security Administration Agency of Health for the elderly in Balimed Hospital and Sanglah Hospital Denpasar which is currently not maximally received by patients participating in the Social Security Administration Agency of Health for the elderly at Balimed Hospital and Sanglah Hospital.
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29

Ford, Clyde D., Julie Killebrew, Penelope Fugitt, Janet Jacobsen, and Elizabeth M. Prystas. "Study of Medication Errors on a Community Hospital Oncology Ward." Journal of Oncology Practice 2, no. 4 (July 2006): 149–54. http://dx.doi.org/10.1200/jop.2006.2.4.149.

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Purpose Medication errors (MEs) have been a significant problem resulting in excessive patient morbidity and cost, especially for cancer chemotherapeutic agents. Although some progress has been made, ME measurement methods and prevention strategies remain important areas of research. Methods During a 2-year period (2003-2004), we conducted a prospective study on the oncology ward of a large community hospital, with the goals of (1) complete nurse reporting of observed medication administration errors (MAEs), (2) classifying observed MAEs, and (3) formulating improvement strategies. We also conducted a retrospective review of a randomly chosen sample of 200 chemotherapy orders to assess the appropriateness of ordering, dispensing, and administration. Results Our nurses reported 141 MAEs during the study period, for a reported rate of 0.04% of medication administrations. Twenty-one percent of these were order writing and transcribing errors, 38% were nurse or pharmacy dispensing errors, and 41% were nurse administration errors. Only three MAEs resulted in adverse drug events. Nurses were less likely to report MAEs that they felt were innocuous, especially late-arriving medications from the pharmacy. A retrospective review of 200 chemotherapy administrations found only one clear MAE, a miscalculated dose that should have been intercepted. Conclusions Significant reported MAE rates on our ward (0.04% of drug administrations and 0.03 MAEs/patient admission) appear to be relatively low due to application of current safety guidelines. An emphasis on studying MAEs at individual institutions is likely to result in meaningful process changes, improved efficiency of MAE reporting, and other benefits.
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30

Shah, Nimish, and Simon Rule. "Rituximab administration in a community hospital environment." Leukemia & Lymphoma 54, no. 7 (November 15, 2012): 1532–33. http://dx.doi.org/10.3109/10428194.2012.741234.

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31

Neves, José das, Bárbara Santos, Branca Teixeira, Gustavo Dias, Teresa Cunha, and Jorge Brochado. "Vaginal drug administration in the hospital setting." American Journal of Health-System Pharmacy 65, no. 3 (February 1, 2008): 254–59. http://dx.doi.org/10.2146/ajhp070093.

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32

Smeulers, Marian, Marjoke Hoekstra, Emma Van Dijk, Femke Overkamp, and Hester Vermeulen. "Interruptions during hospital nurses’ medication administration rounds." Nursing Reports 3, no. 1 (May 30, 2013): 4. http://dx.doi.org/10.4081/nursrep.2013.e4.

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Medication administration errors are common, costly and the cause of adverse events in clinical practice. Interruptions during medication administration rounds are thought to be a prominent causative factor of these medication errors. In this observational study, data were collected on the number and duration of several different sources of verbal and non-verbal interruptions using unobtrusive structured observations on 32 medication administration rounds. Interruptions occurred very often (6.9 times per nurse each hour), differed in frequency among the medication administration rounds and were from a variety of sources. The most frequent interruptions were caused by nursing colleagues (43%) and non-verbal interruptions from the ward environment (25%), such as noises from pagers, conversations in the vicinity of the nurse, the work of cleaners, or stock management by pharmacy staff. The longest durations of interruptions were from nursing colleagues&rsquo; verbal interrup- interruptions. When comparing the medication rounds, more and longer interruptions were observed during the morning rounds than those at noon. A comparison between surgical and non-surgical units showed that interruptions occurred more often and lasted longer in non-surgical units than those in surgical units. But the observed differences were not statistically significant. In conclusion, interruptions during medication administration rounds are frequent and originated from different human and environmental sources. Interventions should target not only interruptions by colleagues, but should also consider ways to reduce self-initiated interruptions and those arising from the immediate ward environment.
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33

MOROHASHI, YOSHIO. "d. From the viewpoint of hospital administration." Journal of the Japan Society of Blood Transfusion 40, no. 5 (1994): 851–53. http://dx.doi.org/10.3925/jjtc1958.40.851.

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34

Mallison, Mary B. "Editorial: If Oliver North Taught Hospital Administration." American Journal of Nursing 87, no. 10 (October 1987): 1263. http://dx.doi.org/10.2307/3425680.

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35

Fumeaux, Thierry. "Drug Administration During In-Hospital Cardiac Arrest." Critical Care Medicine 47, no. 2 (February 2019): 293–94. http://dx.doi.org/10.1097/ccm.0000000000003538.

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36

Dyer, C. "Monitor puts censured hospital trust into administration." BMJ 346, apr16 4 (April 16, 2013): f2444. http://dx.doi.org/10.1136/bmj.f2444.

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37

Graham, Ross, and Shannon Sibbald. "Looking Back 50 Years in Hospital Administration." HealthcarePapers 12, no. 3 (October 29, 2012): 10–24. http://dx.doi.org/10.12927/hcpap.2012.23080.

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38

Arndt, Margarete. "Education and the masculinization of hospital administration." Journal of Management History 16, no. 1 (January 12, 2010): 75–89. http://dx.doi.org/10.1108/17511341011008322.

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39

al Tehewy, Mahi, Hoda Fahim, Nanees Isamil Gad, Maha El Gafary, and Shady Abdel Rahman. "Medication Administration Errors in a University Hospital." Journal of Patient Safety 12, no. 1 (March 2016): 34–39. http://dx.doi.org/10.1097/pts.0000000000000196.

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40

Kirkland, Lisa L., William M. Parham, and Stephen M. Pastores. "Approaching hospital administration about adopting cooling technologies." Critical Care Medicine 37, Supplement (July 2009): S290—S294. http://dx.doi.org/10.1097/ccm.0b013e3181aa6331.

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41

Veenema, Tener Goodwin, Katherine Deruggiero, Sarah Losinski, and Daniel Barnett. "Hospital Administration and Nursing Leadership in Disasters." Nursing Administration Quarterly 41, no. 2 (2017): 151–63. http://dx.doi.org/10.1097/naq.0000000000000224.

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42

Syukur, Bambang Abdul, and Joko Kismanto. "ESP ANALYSIS FOR HOSPITAL ADMINISTRATION STUDY PROGRAM." Jurnal Smart 9, no. 1 (January 1, 2023): 62–74. http://dx.doi.org/10.52657/js.v9i1.1852.

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This study aimed to identify and analyze ESP learning materials for Hospital Administration students at Kusuma Husada University. This research adopted a qualitative descriptive approach. The object was 30 students of the Hospital Administration Study Program and the sampling technique used purposive sampling. A semi-structured questionnaire was distributed to the participants to gather information related to the student's needs and wants. The data analysis was descriptive in the form of numbers and percentages. The study revealed that the students not only learn English to support their academic field but also for their future professional careers.
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Ray, Charles E. "Working with Hospital Administration: Strategies for Success." Seminars in Interventional Radiology 40, no. 05 (October 2023): 441–48. http://dx.doi.org/10.1055/s-0043-1775879.

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AbstractOrganizational structure has evolved over the past several decades, with physicians assuming more or fewer leadership positions over time. Regardless of the role of physicians in health care organizational leadership, constant meaningful communication with the hospital, radiology group, or greater physician group administrative leadership is vital for any group of IR physicians to be successful. Understanding what is considered important to hospital administration and, in particular, being closely aligned with the C-suite leadership, is paramount to having successful communication with these stakeholders. Although each situation will obligatorily be unique, certain themes can be followed to optimize the working relationship between an interventional radiology service and organizational administration. This article provides guidelines and suggestions specifically in communicating with health care system leadership.
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Shah, Siddharth A., Juan C. Ayus, and Michael L. Moritz. "A Survey of Hospital Pharmacy Guidelines for the Administration of 3% Sodium Chloride in Children." Children 9, no. 1 (January 3, 2022): 57. http://dx.doi.org/10.3390/children9010057.

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Three percent sodium chloride (3% NaCl) is the treatment of choice for symptomatic hyponatremia. A barrier to the use of 3% NaCl is the perceived risk of both local infusion reactions and neurologic complications from overcorrection. We examine whether children’s hospital pharmacies have policies or practice guidelines for the administration of 3% NaCl and whether these pharmacies have restrictions on the administration of 3% NaCl in terms of rate, route, volume and setting. An Internet survey was distributed to the pharmacy directors of 43 children’s hospitals participating in the Children’s Hospital Association (CHA) network. The response rate was 65% (28/43). Ninety-three percent (26/28) of pharmacy directors reported a restriction for the administration of 3% NaCl, with 57% restricting its use through a peripheral vein or in a non-intensive care unit setting, 68% restricting the rate of administration and 54% restricting the volume of administration. Seventy-one percent (20/28) reported having written policy or practice guidelines. Only 32% of hospital pharmacies allowed 3% NaCl to be administered through a peripheral IV in a non-intensive care unit setting. The majority of children’s hospital pharmacies have restrictions on the administration of 3% NaCl. These restrictions could prevent the timely administration of 3% NaCl in children with symptomatic hyponatremia.
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Burns, Michael L., Paul Hilliard, John Vandervest, Graciela Mentz, Ace Josifoski, Jomy Varghese, Clark Fisher, Sachin Kheterpal, Nirav Shah, and Mark C. Bicket. "Variation in Intraoperative Opioid Administration by Patient, Clinician, and Hospital Contribution." JAMA Network Open 7, no. 1 (January 16, 2024): e2351689. http://dx.doi.org/10.1001/jamanetworkopen.2023.51689.

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ImportanceThe opioid crisis has led to scrutiny of opioid exposures before and after surgical procedures. However, the extent of intraoperative opioid variation and the sources and contributing factors associated with it are unclear.ObjectiveTo analyze attributable variance of intraoperative opioid administration for patient-, clinician-, and hospital-level factors across surgical and analgesic categories.Design, Setting, and ParticipantsThis cohort study was conducted using electronic health record data collected from a national quality collaborative database. The cohort consisted of 1 011 268 surgical procedures at 46 hospitals across the US involving 2911 anesthesiologists, 2291 surgeons, and 8 surgical and 4 analgesic categories. Patients without ambulatory opioid prescriptions or use history undergoing an elective surgical procedure between January 1, 2014, and September 11, 2020, were included. Data were analyzed from January 2022 to July 2023.Main Outcomes and MeasuresThe rate of intraoperative opioid administration as a continuous measure of oral morphine equivalents (OMEs) normalized to patient weight and case duration was assessed. Attributable variance was estimated in a hierarchical structure using patient, clinician, and hospital levels and adjusted intraclass correlations (ICCs).ResultsAmong 1 011 268 surgical procedures (mean [SD] age of patients, 55.9 [16.2] years; 604 057 surgical procedures among females [59.7%]), the mean (SD) rate of intraoperative opioid administration was 0.3 [0.2] OME/kg/h. Together, clinician and hospital levels contributed to 20% or more of variability in intraoperative opioid administration across all analgesic and surgical categories (adjusting for surgical or analgesic category, ICCs ranged from 0.57-0.79 for the patient, 0.04-0.22 for the anesthesiologist, and 0.09-0.26 for the hospital, with the lowest ICC combination 0.21 for anesthesiologist and hosptial [0.12 for the anesthesiologist and 0.09 for the hospital for opioid only]). Comparing the 95th and fifth percentiles of opioid administration, variation was 3.3-fold among anesthesiologists (surgical category range, 2.7-fold to 7.7-fold), 4.3-fold among surgeons (surgical category range, 3.4-fold to 8.0-fold), and 2.2-fold among hospitals (surgical category range, 2.2-fold to 4.3-fold). When adjusted for patient and surgical characteristics, mean (square error mean) administration was highest for cardiac surgical procedures (0.54 [0.56-0.52 OME/kg/h]) and lowest for orthopedic knee surgical procedures (0.19 [0.17-0.21 OME/kg/h]). Peripheral and neuraxial analgesic techniques were associated with reduced administration in orthopedic hip (51.6% [95% CI, 51.4%-51.8%] and 60.7% [95% CI, 60.5%-60.9%] reductions, respectively) and knee (48.3% [95% CI, 48.0%-48.5%] and 60.9% [95% CI, 60.7%-61.1%] reductions, respectively) surgical procedures, but reduction was less substantial in other surgical categories (mean [SD] reduction, 13.3% [8.8%] for peripheral and 17.6% [9.9%] for neuraxial techniques).Conclusions and RelevanceIn this cohort study, clinician-, hospital-, and patient-level factors had important contributions to substantial variation of opioid administrations during surgical procedures. These findings suggest the need for a broadened focus across multiple factors when developing and implementing opioid-reducing strategies in collaborative quality-improvement programs.
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46

Sanni*, Rachana R., and H. S. Guruprasad. "Hospital Management using OAM [Operation Administration & Maintenance] Tool." International Journal of Innovative Technology and Exploring Engineering 10, no. 10 (August 30, 2021): 24–30. http://dx.doi.org/10.35940/ijitee.j9391.08101021.

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This paper proposes a software tool to monitor the system configuration for Hospital Management System. The OAM tool monitors the system configurations after the user installs it into the system. The aim of this software is to monitor the system about its configurations and install the required softwares to the respective system. There are four tools in this application, Fintal, Piston, Naavi and Mapel. To install these, a technique of single file installation using batch scripting is used. Batch scripting is used to execute the installation files of softwares and the softwares are installed. These installation files of softwares will be embedded as execution commands in a single file called “windows batch file”, which should be saved with the extension as “.bat”. The installation that starts will be displayed in the command prompt to know whether the softwares are getting installed correctly. After each installation, the configuration and initialization of installed softwares will be displayed. The required softwares are to be installed. Each of these performs particular tasks that are required for the management of Hospitals. Fintal is used for overall management of Hospital. This is the most user-friendly part of OAM Tool. This handles overall administrative part of Hospitals. Piston is used for storing patient’s details. This stores the patients’ reports in detailed manner of each test the patient has undergone. Naavi is used for storing Laboratory details. The tests of each patient are stored here. And the last one, i.e., Mapel which is used for storing pharmaceuticals details (Medicines). It stores the details of medicines such as from which pharmaceuticals the medicines are purchased. The license of the hospital is also stored in this part of OAM Tool. All these together form an OAM Tool. This tool also manages other required softwares like, MySQL, ODBC drivers, etc. The management of Hospitals is very important as there is a need to maintain the patient details. This technique of installation is proposed in this paper to make the installation from hardware to remote installation such as, giving the access to the system in which the tool needs to be installed and to save the time of installation process.
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Pereira, Amanda Rodrigues, Kylvia Maria Sousa Herculano, Jonas Guimarães Junior, Simone Cristina Putrick, and Carla Viana Dendasck. "Management of Costs in Public Administration: A Case Study at the Hospital Colônia do Carpina – Parnaíba – PI." Revista Científica Multidisciplinar Núcleo do Conhecimento 05, no. 08 (November 28, 2017): 121–43. http://dx.doi.org/10.32749/nucleodoconhecimento.com.br/business-administration/management-of-costs-in-administration-public.

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48

Pathania, Anjali, and Gowhar Rasool. "Investigating power styles and behavioural compliance for effective hospital administration." International Journal of Health Care Quality Assurance 32, no. 6 (July 8, 2019): 958–77. http://dx.doi.org/10.1108/ijhcqa-02-2018-0059.

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Purpose The purpose of this paper is to examine the use of power tactics by hospital administrators in order to gain employee compliance. It attempts to understand the influence of power bases of hospital administrators on the employee compliance using an analytic hierarchy process (AHP) technique. Design/methodology/approach The study adopted a mixed method technique and was conducted in two phases. In the first phase, qualitative analysis was carried out through content analysis of the anecdotes collected from the employees working in tertiary hospitals. Content analysis of responses aided in obtaining a list of criteria and sub-criteria affecting employee behavioural compliance. In the second phase, quantitative analysis was carried out using the AHP technique. While applying AHP, the issue pertaining to employee behavioural compliance with hospital’s policies, procedures and related instructions was formulated in form of a hierarchy of one objective, two criteria, six sub-criteria and five alternatives established through literature review and content analysis. Furthermore, the subject matter experts were asked to conduct pairwise comparison wherein priority rankings were achieved. Findings The results indicated that reward power (25 per cent) is the most significant power style exercised by effective hospital administrators in achieving employee behavioural compliance followed by expert (24 per cent), referent (22 per cent) and legitimate powers (17 per cent). As coercive (12 per cent) came out to be the least preferred power style, it should be cautiously exercised by hospital administrators in the present day scenario. Research limitations/implications The major limitation of this study is that the sample was drawn only from three tertiary hospitals in Jammu district that limits the generalizability of the findings in all the hospital settings across different regions. No attempt is made in this study to understand the variations with regard to demographics of the respondents that can be taken as a future research study. This study is cross-sectional in nature and provides the perspective of specific time. A longitudinal study could further provide insights into different time variations and the comparison and henceforth can be more comprehensive, thus supporting the generalizability of this study. Practical implications The study empirically identifies the relative importance of exercising power styles in order to gain employee behavioural compliance. The study helps in understanding the complex problem of behavioural compliance in hospital setting by examining the intensity of each factor affecting employee behavioural compliance. This knowledge is very critical in effective hospital management and getting the work done. The priority rankings obtained for power styles can be used for developing selection batteries and performance records of hospital administrators. As the behaviour of the employees is not static, there may exist the inherent limitations of adopted cross-sectional design for the present study. Furthermore, longitudinal study can be conducted at different time periods, to understand the variations in the patterns of employee’s compliance behaviour and associated practiced power styles by hospital administrators. Originality/value This is perhaps the first study that has scientifically attempted to integrate the power styles and analyzed their effective use in hospital administration. This research study has attempted to develop an elementary base for academicians, scholars as well as management practitioners on the effective use of power styles for achieving employee behavioural compliance in hospitals.
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Loput, Charity M., Connie L. Saltsman, Risa C. Rahm, Wm Dan Roberts, Sanya Sharma, Cindy Borum, and Jennifer A. Casey. "Evaluation of medication administration timing variance using information from a large health system’s clinical data warehouse." American Journal of Health-System Pharmacy 79, Supplement_1 (October 15, 2021): S1—S7. http://dx.doi.org/10.1093/ajhp/zxab378.

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Abstract Purpose An analysis to determine the frequency of medication administration timing variances for specific therapeutic classes of high-risk medications using data extracted from a health-system clinical data warehouse (CDW) is presented. Methods This multicenter retrospective, observational analysis of medication administration data from 14 hospitals over 1 year was conducted using a large enterprise health-system CDW. The primary objective was to assess medication administration timing variance for focused therapeutic classes using medication orders and electronic medication administration records data extracted from the electronic health record (EHR). Administration timing variance patterns between standard hospital staffing shifts, within therapeutic drug classes, and for as-needed (PRN) medications were also studied. To assess medication administration timing variance, calculated variables were created for time intervals of 30-59, 60-120, and greater than 120 minutes. Scheduled medications were assessed for delayed administration and PRN medications for early administration. Results A total of 5,690,770 medication administrations (3,418,275 scheduled and 2,272,495 PRN) were included in the normalized data set. Scheduled medications were frequently subject to delays of ≥60 minutes (15% of administrations, n = 275,257) when scheduled for administration between 9-10 AM and between 9-10 PM. By therapeutic drug class, scheduled administrations of insulins, heparin products, and platelet aggregation inhibitors were the most commonly delayed. For PRN medications, medications in the anticoagulant and antiplatelet agent class (most commonly heparin flushes and line-management preparations) were most likely to be administered early, defined as more than 60 minutes from the scheduled time of first administration. Conclusion The findings of this study assist in understanding patterns of delayed medication administration. Medication class, time of day of scheduled administration, and frequency were factors that influenced medication administration timing variance.
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Shealy, Stephanie, Joseph Kohn, Emily Yongue, Casey Troficanto, Brandon Bookstaver, Julie A. Justo, Michelle Crenshaw, Hana Winders, Sangita Dash, and Majdi Al-Hasan. "Motivational Application of Standardized Antimicrobial Administration Ratios Within a Healthcare System." Infection Control & Hospital Epidemiology 41, S1 (October 2020): s321. http://dx.doi.org/10.1017/ice.2020.918.

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Background: Hospitals in the United States have been encouraged to report antimicrobial use (AU) to the CDC NHSN since 2011. Through the NHSN Antimicrobial Use Option module, health systems may compare standardized antimicrobial administration ratios (SAARs) across specific facilities, patient care locations, time periods, and antimicrobial categories. To date, participation in the NHSN Antimicrobial Use Option remains voluntary and the value of reporting antimicrobial use and receiving monthly SAARs to multihospital healthcare systems has not been clearly demonstrated. In this cohort study. we examined potential applications of SAAR within a healthcare system comprising multiple local hospitals. Methods: Three hospitals within Prisma Health-Midlands (hospitals A, B, and C) became participants in the NHSN Antimicrobial Use Option in July 2017. SAAR reports were presented initially in October 2017 and regularly (every 3–4 months) thereafter during interprofessional antimicrobial stewardship system-wide meetings until end of study in June 2019. Through interfacility comparisons and by analyzing SAAR categories in specific patient-care locations, primary healthcare providers and pharmacists were advised to incorporate results into focused antimicrobial stewardship initiatives within their facility. Specific alerts were designed to promote early de-escalation of antipseudomonal β-lactams and vancomycin. The Student t test was used to compare mean SAAR in the preintervention period (July through October 2017) to the postintervention period (November 2017 through June 2019) for all antimicrobials and specific categories and locations within each hospital. Results: During the preintervention period, mean SAAR for all antimicrobials in hospitals A, B, and C were 0.69, 1.09, and 0.60, respectively. Notably, mean SAARs at hospitals A, B, and C in intensive care units (ICU) during the preintervention period were 0.67, 1.36, and 0.83 for broad-spectrum agents used for hospital-onset infections and 0.59, 1.27, and 0.68, respectively, for agents used for resistant gram-positive infections. After antimicrobial stewardship interventions, mean SAARs for all antimicrobials in hospital B decreased from 1.09 to 0.83 in the postintervention period (P < .001). Mean SAARs decreased from 1.36 to 0.81 for broad-spectrum agents used for hospital-onset infections and from 1.27 to 0.72 for agents used for resistant gram-positive infections in ICU at hospital B (P = .03 and P = .01, respectively). No significant changes were noted in hospitals A and C. Conclusions: Reporting AU to the CDC NHSN and the assessment of SAARs across hospitals in a healthcare system had motivational effects on antimicrobial stewardship practices. Enhancement and customization of antimicrobial stewardship interventions was associated with significant and sustained reductions in SAARs for all antimicrobials and specific antimicrobial categories at those locations.Funding: NoneDisclosures: None
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