Relevant bibliographies by topics / Operating theatre management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Operating theatre management'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 June 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Operating theatre management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Operating theatre management"

1

Hodgson, E. "Airway management outside the operating theatre." Saudi Journal of Anaesthesia 2, no. 2 (2008): 35. http://dx.doi.org/10.4103/1658-354x.51853.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Tavare, Abhijeet, and Jaideep J. Pandit. "Does anyone know how much NHS operating rooms cost? A survey of operating room managers' knowledge of costs and data." British Journal of Healthcare Management 27, no. 12 (December 2, 2021): 1–11. http://dx.doi.org/10.12968/bjhc.2020.0054.

Full text
Abstract:
Background/Aims Operating theatres represent a large proportion of NHS healthcare resources, so there has been focus on reducing costs in this area. This, in part, relies on managers having knowledge of the relevant costs in operating rooms. This study aimed to gauge the level of familiarity regarding costs among the various tiers of managers of NHS operating theatres, and if this information informed their decision making. Methods A semi-structured interview was administered to 12 finance managers, theatre managers and board members across 16 separate hospitals, representing six NHS trusts. Responses were reviewed through qualitative analysis by the authors. Findings The respondents showed very limited knowledge of operating theatre costs, with nearly all being unable to use cost data to inform either daily or longer-term strategic decision making. In particular, the costs of under- or over-running operating lists were not known. Conclusions The study suggests that heuristics of operating theatre management are, in practice, not influenced by costs. Instead, the resulting cost balance appears to be a passive consequence of decision-making based on other factors. This has significant implications for cost reduction initiatives and suggests an urgent need for improvement.
APA, Harvard, Vancouver, ISO, and other styles
3

Guinet, Alain, and Sondes Chaabane. "Operating theatre planning." International Journal of Production Economics 85, no. 1 (July 2003): 69–81. http://dx.doi.org/10.1016/s0925-5273(03)00087-2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Wichsova, Jana, and Jana Škvrňáková. "Key Skill Management in Operating Room – Results of ERASMUS+ project." Revista Romaneasca pentru Educatie Multidimensionala 13, no. 2 (July 2, 2021): 78–89. http://dx.doi.org/10.18662/rrem/13.2/411.

Full text
Abstract:
The Key Skills Management in Operating Room (KSMOR) was a project that assessed key skills, knowledge, procedures and the degree of adaptation of perioperative nurses in operating theatres in the countries of the European Union (EU). Five EU countries participated in data collection. The respondents were perioperative nurses divided into two groups (with experience in operating rooms up to 2 years and over 2 years). The third group consisted of operating theatre managers who participated in the data collection and subsequently evaluated the user-friendliness of the questionnaires used for the data collection. The user-friendliness of the questionnaires was also assessed by all the perioperative nurses participating in the data collection. The majority of respondents from the Czech Republic rated the level of knowledge/skills at a good level, i.e. 2 points ("You are independent, you manage the procedure normally in your daily routine"), even for the group of the respondents with the length of experience in operating rooms up to 2 years. Both the managers and the perioperative nurses assessed the user-friendliness of the questionnaire on skills and knowledge of perioperative nurses positively. The output of the KSMOR project is an electronic version of the questionnaire on skills and knowledge of perioperative nurses, which enables evaluation and training of perioperative nurses not only in basic skills but also in very specific ones according to the particular field. It is also a suitable tool for the operating theatre manager for the management and evaluation of perioperative nurses, planning and support of educational activities and its subsequent integration into the operation of operating theatres.
APA, Harvard, Vancouver, ISO, and other styles
5

Samah, Norlaila Abu, Norimah Said, Norhafizatul Akma Shohor, and Emad Adel Al-Shadat. "Knowledge and Attitude of Operating Theatre Nurses towards Pain Management." Environment-Behaviour Proceedings Journal 7, no. 19 (March 31, 2022): 413–19. http://dx.doi.org/10.21834/ebpj.v7i19.3197.

Full text
Abstract:
Background: Pain Management is a medical approach that draws on science and alternative healing disciplines to study the prevention, diagnosis, and treatment of pain. Operating theatre nurses play the leading role in pain management and require thorough knowledge and skill in managing pain. Significant: Nurses, especially those working in a palliative setting, are considered to demonstrate a high level of knowledge regarding pain management principles with adequate understanding on matters such as a vital sign of patients in response to pain and type of analgesic drugs available. Aim: This study aims to determine the knowledge and attitude regarding pain management among operating theatre nurses in Hospital Melaka. Objective To determine the knowledge and attitude towards pain management among operating theater nurses in Hospital Melaka. Methods: A descriptive, cross-sectional survey was employed to determine operating theatre nurses' knowledge and attitude towards pain management in Hospital Melaka. The total sampling method was used to draw the respondents. An adapted version of The Nurses' Knowledge and Attitudes Survey Regarding Pain (NKASRP) tool was used to test the knowledge and attitude of operating theatre nurses in Hospital Melaka. Normality tests were used to determine the normality of data distribution, and descriptive statistics were used to analyze the data to present quantitative descriptions of variables in this study. Limitations: Although this study was carefully prepared, there were some unavoidable limitations. There is a lack of time for this study because during this study was performed, and it is a pandemic COVID-19, most of the nurses do not have enough time to answer the questionnaire because of their workload. Findings: This study showed that 77.9% of operating theatre nurses in Hospital Melaka had a high level of knowledge, and 88.4% had a high attitude regarding pain management. Nurses specializing in the perioperative course have a slightly higher level of knowledge (78.2%) and attitude (87.3%) than respondents who specialized in the perioperative course. In general, all operating theatre nurses in Hospital Melaka had adequate knowledge and attitude toward pain management. Pain management is effectively managed by operating theatre nurses in the hospital. Implications: However, all nurses need to adhere to best practices in pain management by increasing their theoretical and practical knowledge to improve pain management procedures in the future. Keywords: Knowledge, Attitude, Pain Management, Nurses. eISBN 978-1-913576-05-9 © 2022. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., U.K. This is an open access publication under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.
APA, Harvard, Vancouver, ISO, and other styles
6

Khan, Bushra Alizah, Muhammad Arif, Ahson Memon, and Atif Sharjeel. "Operation room conflicts and management." International Journal of Endorsing Health Science Research (IJEHSR) 10, no. 4 (October 22, 2022): 398–403. http://dx.doi.org/10.29052/ijehsr.v10.i4.2022.398-403.

Full text
Abstract:
Background: This study is based on management issues within the healthcare sector in Karachi. Specifically, it is focused on managing conflicts in the operation rooms, whereby team performance of Operation Theatre staff directly impacts patients' speedy recovery. Methodology: A quantitative survey was conducted involving the surgeons and Operation Theatre staff in Karachi's community hospitals. A closed-ended questionnaire was used in this study, and the questions mainly focused on the conflicts and management of doctors and staff in the operation theatre. Only those doctors and staff members included in the study who is currently working in the operation theatre division of the hospital. a Pearson correlation analysis was performed to assess the relationships between the factors affecting conflicts in the hospital's operating room. Results: The results indicated that the extent of conflict management is high. Factors include communication, leadership, training, adequate compensation, and role identification as perceived by employees. After performing OLS regression tests, the study found that the variable of miscommunication, the communication gap, plays a crucial role in accelerating disagreements of conflicts in Operation Theatre. Conclusion: A significant positive association between the factors and conflict management is observed. It suggests that operation theatre-related factors are improving with better conflict management practices.
APA, Harvard, Vancouver, ISO, and other styles
7

Wilson, Liam, and Omer Farooq. "Fire in operating theatres: DaSH-ing to the rescue." Journal of Perioperative Practice 28, no. 7-8 (May 4, 2018): 188–93. http://dx.doi.org/10.1177/1750458918775556.

Full text
Abstract:
Operating theatres are dynamic environments that require multi professional team interactions. Effective team working is essential for efficient delivery of safe patient care. A fire in the operating theatre is a rare but potentially life threatening event for both patients and staff. A rapid and cohesive response from theatre and allied staff including porters, fire safety officer etc is paramount. We delivered a training session that utilised in situ simulation (simulation in workplace). After conducting needs analysis, learning objectives were agreed. After thorough planning, the date and location of the training session were identified. Contingency plans were put in place to ensure that patient care was not compromised at any point. To ensure success, checklists for faculty were devised and adhered to. A medium fidelity manikin with live monitoring was used. The first part of the scenario involved management of a surgical emergency by theatre staff. The second part involved management of a fire in the operating theatre while an emergency procedure was being undertaken. To achieve maximum learning potential, debriefing was provided immediately after each part of the scenario. A fire safety officer was present as a content expert. Latent errors (hidden errors in the workplace, staff knowledge etc) were identified. Malfunctioning of theatre floor windows and staff unawareness about the location of an evacuation site were some of the identified latent errors. Thorough feedback to address these issues was provided to the participants on the day. A detailed report of the training session was given to the relevant departments. This resulted in the equipment faults being rectified. The training session was a very positive experience and helped not only in improving participants’ knowledge, behaviour and confidence but also it made system and environment better equipped.
APA, Harvard, Vancouver, ISO, and other styles
8

Karachalios, Theofilos, Katre Maasalu, and Li Felländer-Tsai. "Personal protection equipment for orthopaedic and trauma surgery during the COVID-19 pandemic: The results of an EFORT survey initiative." EFORT Open Reviews 7, no. 2 (February 1, 2022): 122–28. http://dx.doi.org/10.1530/eor-21-0120.

Full text
Abstract:
Orthopaedic and trauma surgeons performing surgery in the COVID-19 pandemic environment faced problems with availability, use, rationing, modification, compliance and recycling of personal protection equipment (PPE). Orthopaedic and trauma surgeons were not well informed concerning the use of PPE for aerosol-generating orthopaedic and trauma procedures. Scientific bodies, health authorities and management have provided insufficient guidelines for the use of PPE in aerosol-generating orthopaedic and trauma procedures. The availability of specific PPE for orthopaedic and trauma operating theatres is low. Hospital management and surgeons failed to address the quality of operating theatre ventilation or to conform to recommendations and guidelines. Operating theatre PPE negatively affected surgical performance by means of impaired vision, impaired communication, discomfort and fatigue. Existing PPE is not adequately designed for orthopaedic and trauma surgery, and therefore, novel or modified and improved devices are needed.
APA, Harvard, Vancouver, ISO, and other styles
9

Veling, Sanket, and Neha Ahire. "Assessment of operation theatre complex efficiency and utilization at a 750 bedded multispeciality hospital, Mumbai, India." Journal of Complementary Medicine Research 13, no. 4 (2022): 121. http://dx.doi.org/10.5455/jcmr.2022.13.04.23.

Full text
Abstract:
Introduction: The operation theatre complex of a hospital represents an area of considerable spending in a hospital budget and requires utmost utilization to guarantee optimum cost benefit. Operating room (OR) functions with a lot of resources. Thus, any form of inappropriate functioning will cause revenue loss as well as decreased quality of patient care and satisfaction. Any delaying the operation theatre detrimental to the image and overall functioning of the hospital and any ways to reduce the delays are key to improve patient care and to maximize consumption of the resources in the operating room. Objective: To determine OR utilization and efficiency in the OT complex. Methodology: A prospective study was done from 1st May 2019 to 15th May 2019 in the OT complex of a 750 bedded Multispeciality Hospital in Mumbai, India . OT utilization and efficiency over a time period of two months was studied with respect to number of operation theaters, working hours in that particular study period, OR working capacity, Utilized hours. Results: Collected data showed that ORs were serviceable for 52 days through the study period and in that period 726 cases were operated. Total OR utilization time was 1820 hours for the study period. Collected data showed that in a two month period from 1st May 2019 to 30th June 2019 there was the highest utility of 58% (OR 2) whereas there was the lowest utility of 27 % (OR 3) in the 5th floor OT complex. However considering the entire 5th floor OT complex, actual utilized OT hours were only 655 out of the available 1820 hours during the study period. Thus a utility of 36% only was seen. Conclusion: Integrated time management and time utilization will result in a cost reduction, increase in hospital revenues with improved quality and patient satisfaction. Improving the performance of operating theatres is key to achieving shorter waiting times for treatment, implementing booking of elective operations and reducing cancelled operations. Change can only be implemented successfully if employees are fully engaged in the change process and are able and willing to make the changes required. Subjects: Science and Medical Education, Human Resources, Statistics Keywords: Operation theater utilization, OT cancellations, OT efficiency
APA, Harvard, Vancouver, ISO, and other styles
10

Grimes, C., and L. Horgan. "A New Algorithm for the Management of Critical Events in the Theatre." Bulletin of the Royal College of Surgeons of England 94, no. 2 (February 1, 2012): 1–2. http://dx.doi.org/10.1308/147363512x13189526438756.

Full text
Abstract:
Patients may be subject to risk during surgery as a result of nontechnical as well as technical error. Effective surgical teams have been shown to have fewer problems per operation, higher intra-operative performance and shorter operating times. There is increasing evidence that interventions that improve teamwork, leadership, decision making, communication and situational awareness within operating teams also improve technical performance and patient outcome. In addition, briefings and debriefings before and at the end of operating lists have been shown to improve teamwork and communication, thereby improving patient safety.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Operating theatre management"

1

Radulovic, Igor, and Timmie Abrahamsson. "The Impact Of Optimized Scheduling Within The Swedish Operating Theatre." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18265.

Full text
Abstract:
Improved utilization of scarce resources such as health care personnel is necessary to address well-known problem of long waiting times within the health care. Implementing mathematically modeled scheduling in the operating theatre has the potential to result in more efficient allocation of resources and financial gains. Despite the promising results, the adoption rate of such models is low. This thesis examines the impact of a mixed-integer linear programming model using an overlapping strategy. We perform a computational experiment where both sequential and parallel schedules are produced with real surgery data from an orthopedic department at a Swedish university hospital. The generated schedules are compared against each other in measurements of cost productivity. Statistical analysis shows that there is a statistical significant difference between the two schedules, favoring the optimized schedule. The results further suggest that three operating rooms and four surgery teams is the most optimal combination of the 18 combinations analyzed, where operating rooms and surgery teams varies between 1-4 and 1-6, respectively.
APA, Harvard, Vancouver, ISO, and other styles
2

Gong, Xiao Yan. "Identifying and minimising preventable delay within the operating theatre management process: an adapted lean thinking approach." University of Southern Queensland, Faculty of Business, 2009. http://eprints.usq.edu.au/archive/00006196/.

Full text
Abstract:
[Abstract]This study examines how preventable delay could be identified and minimised by using adapted lean thinking within the Operating Theatre Management Process (OTMP). The study uses the operating theatre of a regional hospital in Toowoomba (Queensland, Australia) as a case study. The theoretical framework for this study comprised socio-technical system theory and coordination theory. From the perspective of socio-technical system theory, each activity within the OTMP has two types of elements: social elements and technical elements. Coordination theory, on the other hand, considers the coordination between various elements of the activities. Time and motion study has been employed to analyse activities in terms of operation, transportation, delay and monitoring within the operating rooms. Subsequently, adapted lean thinking has been employed as an integrating approach to identify preventable delay and disruption within both value added and non-value added activities. Identifying preventable delay within the value added activities inside the operating room is one of the most important contributions of this study. This research uses an exploratory qualitative case study. The focus of this research is to study activities inside the operating rooms, rather than the whole OTMP. Notwithstanding the limited time available to the researcher within a Masters degree, the study sought to establish the direct link of the activities inside the operating rooms with patients‘ waiting time. Data were collected from 22 surgery cases through direct observations. In each surgery, the research team followed patient progress from the pre-operative holding area through to discharge. The researcher observed and recorded the timing of all the activities inside the operating rooms. As much detail as possible was observed and recorded to capture sufficient details to allow identification of problems. Moreover, initial observation results were verified and additional information was collected as necessary through communications and interviews with medical staff (surgeons, scrub nurses, technicians etc.) and review of documents. The study indicates that coordination, motion economy, consent form, protocol policy, and surgeon preference sheets were the major areas impacting on preventable delay in the operating theatre suite activities. With the application of lean thinking, the results suggest that preventable delay and disruption within both value added and non-value added activities could be eliminated or minimized through better work organization, motion economy training and better coordination of tasks. For further study, a benchmarking based study could be conducted to see if similar sets of preventable delay are observed in other healthcare institutions. In addition, examination of other related sections in a hospital is highly desirable to identify the wide range of preventable delay within the OTMP. This, in turn, will help to improve OTMP efficiency and, accordingly, reduce the waiting time of waiting lists.
APA, Harvard, Vancouver, ISO, and other styles
3

Blixt, Linda, and Linnéa Sjöli. "Attityder hos operationssjuksköterskor och operatörer kan påverka risken för intraoperativa stick- och skärskador." Thesis, Umeå universitet, Institutionen för omvårdnad, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-115274.

Full text
Abstract:
Syfte. Att belysa attityder hos operationspersonal samt risken för intraoperativa stick- och skärskador. Bakgrund. Det finns flera olika tekniker för att hantera stickande och skärande instrument och olika säkerhetsprodukter som kan användas för att minimera risken för stick- och skärskador. Det finns många studier som handlar om lämpliga arbetssätt för att minimera risken för stick- och skärskador, men bara ett fåtal studier som belyser betydelsen av användarnas attityder och inställning till användande av tekniker och säkerhetsprodukter samt uppföljning och rapportering av tillbud. Metod. Studiens design är en empirisk intervjustudie med kvalitativ ansats. Semistrukturerade intervjuer utfördes med sju operationssjuksköterskor och fyra operatörer på två sjukhus i Sverige. Data insamlades oktober-december 2015. Resultat. Resultatet visar på att det finns olika attityder hos operationspersonal som kan påverka risken för stick- och skärskador, vilka redovisas under fyra olika teman: Att ha ett säkert arbetsklimat; Att skydda sig själv, medarbetare och patient; Att vara följsam till riktlinjer och arbetsrutiner samt Att vara oföljsam riktlinjer och arbetsrutiner. Slutsats. Risken för stick- och skärskador går inte att eliminera då det alltid finns riskområden som man som operationspersonal måste ta hänsyn till. Det finns mycket kunskap kring säkerhetsprodukter och tekniker som syftar till att minimera risken för stick- och skärskador men om användarens attityd får styra kanske inte dessa används på rätt sätt om ens alls. I denna studie framkommer det en antydan till att attityder hos operationspersonal kan påverka risken intraoperativa stick- och skärskador.
Aim. To illustrate the attitudes of the operating theatre personnel and the risk of intraoperative sharp injuries. Background. There are several ways to manage sharp instruments such as various techniques and safety products to minimize the risk of sharps injuries. There are many studies about working practices to minimize the risk of sharps injuries but only a few that illustrate the importance of attitudes towards techniques and safety products as well as follow up and reporting incidents. Method. The design of the study is an empirical interview study with a qualitative approach. Semi-structured interviews were conducted with seven theatre nurses and four surgeons at two hospitals in Sweden. Data collected October-December 2015. Findings. The findings show that there exists different attitudes of the operating theatre personnel that could affect the risk of sharps injuries. The finding is presented in four themes: To have a safe working environment; To protect oneself, co-worker and patient; To be compliant to guidelines and working practices and To be non-compliant to guidelines and working practices. Conclusions. The risk of sharp injuries can’t be eliminated since there is always a risk of sharp injuries which the operating theatre personnel must pay attention to. There are a lot of knowledge about safety products and techniques for minimizing the risk of sharps injuries but when the attitude of the user come into play the safety product may not be used correctly, if used at all. In this study a indication appears that the attitudes of the operating theatre personnel may be affecting the risk of intraoperative sharp injuries.
APA, Harvard, Vancouver, ISO, and other styles
4

Johnstone, Patricia Lynne. "The process and organisational consequences of new artefact adoption in surgery." Thesis, Electronic version, 2001. http://hdl.handle.net/1959.14/3905.

Full text
Abstract:
Thesis (PhD)--Macquarie University, Macquarie Graduate School of Management, 2001.
Bibliography: leaves 288-310.
Introduction -- Introduction to research problem and methodology -- Study context -- Theoretical framework - Review of the literature -- Study design and methods -- Study sites, surgical procedures, and labour input to surgical production -- New intra-operative artefacts: goals, choices and consequences -- Conclusion.
Surgical technologies since the late 1980s have undergone substantial innovations that have involved ...the adoption of new machines, instruments, and related surgical materials... referred to throughtout this thesis as intra-operative artefacts... typically represents a commitment of substantial financial resources by the hospitals concerned. However, little is documented about the process whereby the decisions are made to adopt new intra-operative artefacts, and no previous research appears to have explored the work-related consequences of new intra-operative artefact adoption within operating theatre services. This thesis explores the reasons why new intra-operative artefacts are adopted, how the decisions are made, who are the participants in the decsion process and what are the expected and actual organisational consequences of new intra-operative artefact adoption.
Electronic reproduction.
xii, 347 leaves, bound :
Mode of access: World Wide Web.
Also available in print form
APA, Harvard, Vancouver, ISO, and other styles
5

Bouguerra, Afef. "Optimisation et aide à la décision pour la programmation des opérations électives et urgentes." Thesis, Université de Lorraine, 2017. http://www.theses.fr/2017LORR0171/document.

Full text
Abstract:
Au sein d’un établissement hospitalier, le bloc opératoire représente un des secteurs les plus emblématiques et les plus coûteux. Le fonctionnement du bloc opératoire est orchestré par un programme opératoire qui consiste à construire un planning prévisionnel des interventions chirurgicales à réaliser pendant un horizon donné. La littérature abondante sur le sujet est unanime sur le fait que la construction du programme opératoire est une tâche complexe, car il s’agit non seulement de planifier et d’ordonnancer les interventions, mais aussi de satisfaire des exigences souvent antagonistes. Ce projet est le fruit d’une collaboration entre la Communauté d’Agglomération de Sarreguemines Confluences et la Région Lorraine, des membres du secteur hospitalier (Hôpital Robert Pax de Sarreguemines) et l’équipe Gestion Industrielle et Logistique (GIL) du Laboratoire de Génie Industriel, de Production et de Maintenance (LGIPM). L’objectif de cette recherche est d’apporter une aide aux gestionnaires du bloc opératoire, qui ont besoin de plus en plus des méthodes et des outils d’aide à la décision en vue d’optimiser leur fonctionnement. Pour répondre à ce besoin nous nous intéressons dans la première partie de cette thèse à la gestion des opérations électives en prenant en compte différentes contraintes et en particulier la disponibilité des chirurgiens. Nous nous plaçons dans le contexte d’une stratégie « open scheduling » et nous proposons deux modèles mathématiques permettant d’élaborer le programme opératoire. La complexité des modèles mathématiques et leur explosion combinatoire rendent difficile la recherche de l’optimum pour des tailles réalistes. Ceci nous a donc amené à proposer une heuristique constructive utilisant le modèle proposé et permettant d’obtenir des solutions là où la méthode exacte ne nous le permettait pas. Dans la seconde partie de cette thèse, nous considérons l’intégralité du processus opératoire (brancardage vers le bloc opératoire, préparation et anesthésie, acte chirurgicale et réveil). Nous modélisons ce processus comme un flow shop hybride à 4 étages avec contrainte de blocage de type RSb, et nous le résolvons à l’aide d’un algorithme génétique dont l’objectif est de synchroniser toutes les ressources nécessaires, en respectant au mieux le programme opératoire prévisionnel. Outre les opérations électives, nous nous intéressons dans la dernière partie aux opérations urgentes. Nous proposons un outil d’aide à la décision pour la gestion des opérations urgentes. En prenant en considération la pathologie et la gravité de l’état du patient, nous distinguons principalement 3 degrés d’urgences et proposons pour chacune un algorithme permettant d’intégrer en temps réel ces opérations dans le programme prévisionnel, tout en minimisant différents critères (temps d’attente avant affectation, heures supplémentaires, décalage par rapport aux anciennes dates de débuts)
The operating theater is one of the most critical and expensive hospital resources. Indeed, a high percentage of hospital admissions are due to surgical interventions. Rising expenditures spur health care organizations to organize their processes more efficiently and effectively. This thesis is supported by the urban community of Sarreguemines-France and the region of Lorraine-France, and is carried out in collaboration with the Centre Hospitalier de Sarreguemines - Hôpital Robert Pax. In the first part of this work, we propose two mathematical programming models to help operating theater managers in developing an optimal operating rooms scheduling. We also propose a constructive heuristic to obtain near optimal results for realistic sizes of the problem. In the second part of our work, the whole scheduling process is modeled as a hybrid four-stage flow shop problem with RSb blocking constraint, and is solved by a genetic algorithm. The objective is to synchronize all the needed resources around the optimal daily schedule obtained with the proposed mathematical model. The last part of our work is dedicated to non-elective surgeries. We propose a decision support tool, guiding the operating room manager, to handle this unpredictable flow of patients. Non-elective patients are classified according to their medical priority. The main contribution of the proposed decision support tool is to provide online assignment strategies to treat each non elective patient category. Proposed assignments are riskless on patient’s health. According to non-elective surgery classes, the proposed adjusted schedule minimizes different criteria such as patient’s waiting time, deviation from the firstly scheduled starting time of a surgery and the amount of resulting overtime
APA, Harvard, Vancouver, ISO, and other styles
6

Marran, Jayne. "Anxiety and it's management during awake procedures in operating theatres : a survey and randomised controlled trial." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4875.

Full text
Abstract:
This study investigates the prevalence of peri-operative anxiety and the effective management of intra-operative anxiety during awake surgery. Plastic and vascular surgical patients were selected for the study as many procedures performed within these specialities are performed under local or regional anaesthesia. The study consists of two distinct stages. The first stage was a postal survey of patients (n=213) who had undergone awake plastic, renal access or carotid surgery up to two weeks previously, in order to determine retrospectively the prevalence of peri-operative anxiety. The second stage of the study was a randomised controlled trial of interventions for the effective management of intra-operative anxiety in patients (n=128) having undergone the same surgical procedures described in stage one. The interventions tested in stage two were handholding and an anxiety management package involving a relaxation technique and a procedural information leaflet, against a 'usual care' control. The findings from stage one of the study suggest that peri-operative anxiety prevalence is low, although unacceptable levels of anxiety are seen to elevate during the intra-operative phase. The RCT in stage two demonstrated that intra-operative anxiety was no more effectively managed by the interventions tested than by usual care alone. The validity and reliability of retrospective anxiety measurement was investigated by comparing anxiety scores from stage one with contemporaneous and post-hoc anxiety scores from stage two and found to be an accurate measure of anxiety experienced at the time of the event.
APA, Harvard, Vancouver, ISO, and other styles
7

Bouguerra, Afef. "Optimisation et aide à la décision pour la programmation des opérations électives et urgentes." Electronic Thesis or Diss., Université de Lorraine, 2017. http://www.theses.fr/2017LORR0171.

Full text
Abstract:
Au sein d’un établissement hospitalier, le bloc opératoire représente un des secteurs les plus emblématiques et les plus coûteux. Le fonctionnement du bloc opératoire est orchestré par un programme opératoire qui consiste à construire un planning prévisionnel des interventions chirurgicales à réaliser pendant un horizon donné. La littérature abondante sur le sujet est unanime sur le fait que la construction du programme opératoire est une tâche complexe, car il s’agit non seulement de planifier et d’ordonnancer les interventions, mais aussi de satisfaire des exigences souvent antagonistes. Ce projet est le fruit d’une collaboration entre la Communauté d’Agglomération de Sarreguemines Confluences et la Région Lorraine, des membres du secteur hospitalier (Hôpital Robert Pax de Sarreguemines) et l’équipe Gestion Industrielle et Logistique (GIL) du Laboratoire de Génie Industriel, de Production et de Maintenance (LGIPM). L’objectif de cette recherche est d’apporter une aide aux gestionnaires du bloc opératoire, qui ont besoin de plus en plus des méthodes et des outils d’aide à la décision en vue d’optimiser leur fonctionnement. Pour répondre à ce besoin nous nous intéressons dans la première partie de cette thèse à la gestion des opérations électives en prenant en compte différentes contraintes et en particulier la disponibilité des chirurgiens. Nous nous plaçons dans le contexte d’une stratégie « open scheduling » et nous proposons deux modèles mathématiques permettant d’élaborer le programme opératoire. La complexité des modèles mathématiques et leur explosion combinatoire rendent difficile la recherche de l’optimum pour des tailles réalistes. Ceci nous a donc amené à proposer une heuristique constructive utilisant le modèle proposé et permettant d’obtenir des solutions là où la méthode exacte ne nous le permettait pas. Dans la seconde partie de cette thèse, nous considérons l’intégralité du processus opératoire (brancardage vers le bloc opératoire, préparation et anesthésie, acte chirurgicale et réveil). Nous modélisons ce processus comme un flow shop hybride à 4 étages avec contrainte de blocage de type RSb, et nous le résolvons à l’aide d’un algorithme génétique dont l’objectif est de synchroniser toutes les ressources nécessaires, en respectant au mieux le programme opératoire prévisionnel. Outre les opérations électives, nous nous intéressons dans la dernière partie aux opérations urgentes. Nous proposons un outil d’aide à la décision pour la gestion des opérations urgentes. En prenant en considération la pathologie et la gravité de l’état du patient, nous distinguons principalement 3 degrés d’urgences et proposons pour chacune un algorithme permettant d’intégrer en temps réel ces opérations dans le programme prévisionnel, tout en minimisant différents critères (temps d’attente avant affectation, heures supplémentaires, décalage par rapport aux anciennes dates de débuts)
The operating theater is one of the most critical and expensive hospital resources. Indeed, a high percentage of hospital admissions are due to surgical interventions. Rising expenditures spur health care organizations to organize their processes more efficiently and effectively. This thesis is supported by the urban community of Sarreguemines-France and the region of Lorraine-France, and is carried out in collaboration with the Centre Hospitalier de Sarreguemines - Hôpital Robert Pax. In the first part of this work, we propose two mathematical programming models to help operating theater managers in developing an optimal operating rooms scheduling. We also propose a constructive heuristic to obtain near optimal results for realistic sizes of the problem. In the second part of our work, the whole scheduling process is modeled as a hybrid four-stage flow shop problem with RSb blocking constraint, and is solved by a genetic algorithm. The objective is to synchronize all the needed resources around the optimal daily schedule obtained with the proposed mathematical model. The last part of our work is dedicated to non-elective surgeries. We propose a decision support tool, guiding the operating room manager, to handle this unpredictable flow of patients. Non-elective patients are classified according to their medical priority. The main contribution of the proposed decision support tool is to provide online assignment strategies to treat each non elective patient category. Proposed assignments are riskless on patient’s health. According to non-elective surgery classes, the proposed adjusted schedule minimizes different criteria such as patient’s waiting time, deviation from the firstly scheduled starting time of a surgery and the amount of resulting overtime
APA, Harvard, Vancouver, ISO, and other styles
8

Butsky, Chris. "Cultural Factors and How They Shape Military Sustainment and Transition Operations in a Theater of War." University of Toledo / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1353030200.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ricotta, Anthony G. "Motivation Strategies for Improving Consistency in Live-Entertainment Employees' Performances." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5409.

Full text
Abstract:
The lack of discrete motivation strategies to improve the consistency of employees' performances was the problem that instigated this research. The purpose of this single-case study was to explore the motivation strategies live-entertainment artistic directors (ADs) use to improve consistency in the artists' performances. Data were collected within an international live-entertainment company to uncover whether artists self-determined the approach to improving consistency in performance or whether consistency occurred from strategies developed by the ADs. Data were collected from face-to-face interviews with ADs and senior ADs and performance evaluations of employees, and then analyzed using Miles, Huberman, and Saldana's data analysis method. The 2 emergent themes indicated that the ADs achieved consistency from performers through strategies supporting well-being and technical proficiency. Analysis of employee evaluations indicated the use of alternative motivational strategies for achieving and improving consistency at the show level. Some ADs rely on artists to self-determine consistency when working in environments perceived as conducive to consistent behavior. These findings might result in a mutual understanding between employers and employees of the role of consistency in employees' live performances, which may also improve employer-to-employee relationships in the live-entertainment sector. Such understanding might lead to positive social change by improving cultural output to the community and improving employees' economic viability and ability to contribute to society.
APA, Harvard, Vancouver, ISO, and other styles
10

Miller, Ryan J. "Implementing Green Roofs on Movie Theaters and Shopping Centers: Business Cases in Profitable Sustainability." Scholarship @ Claremont, 2014. http://scholarship.claremont.edu/pomona_theses/99.

Full text
Abstract:
This thesis presents the business case for installing green roofs on movie theaters and shopping centers. These businesses can then derive increased profits from the environmental benefits of reduced energy use and increased stormwater retention. After presenting the basic design and benefits of a green roof, the thesis develops stand-alone business plans for a movie theater and shopping center. The author finds that green roofs are a profitable sustainability solution for the commercial enterprise.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Operating theatre management"

1

Executive, NHS, ed. Good practice in operating theatre management. [Leeds]: NHS Executive, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Clinical Resource Efficiency Support Team. Management of operating theatres in Northern Ireland. [Belfast]: CREST, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

1952-, Ford Mary Jo, ed. The well-run theatre: Forms & systems for daily operations. New York: Drama Book, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

1946-, Schank John F., United States. Joint Chiefs of Staff., and Rand Corporation, eds. Enhancing joint capabilities in theater ammunition management. Santa Monica, CA: RAND, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Manninen, Ohto. The Soviet plans for the North Western theatre of operations in 1939-1944. Helsinki: National Defence College, 2004.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Committee, New Jersey Legislature General Assembly Regulatory Oversight. Committee meeting of Assembly Regulatory Oversight Committee: Discussion on the management and operations of the Department of Environmental Protection relating to the promulgation, implementation, and enforcement of Department regulations : [February 6, 2003, Trenton, New Jersey]. Trenton, N.J: The Unit, 2003.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

New Jersey. Legislature. General Assembly. Regulatory Oversight Committee. Committee meeting of Assembly Regulatory Oversight Committee: Continued discussion on the management and operations of the Department of Environmental Protection relating to the promulgation, implementation, and enforcement of department regulations : [February 13, 2003, Trenton, New Jersey]. Trenton, N.J: The Unit, 2003.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

New Jersey. Legislature. General Assembly. Regulatory Oversight Committee. Committee meeting of Assembly Regulatory Oversight Committee: Testimony concerning the management and operation of nursing homes and psychiatric community residences, the quality of care residents receive, facility conditions, and the role of the state government in ensuring the well-being of residents : [September 20, 2002, Trenton, New Jersey]. Trenton, N.J: The Unit, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

New Jersey. Legislature. General Assembly. Regulatory Oversight Committee. Committee meeting of Assembly Regulatory Oversight Committee: Testimony on the progress of the New Jersey State Police under the consent decree entered into with the federal government concerning procedures, practices, and policies relating to the management and operation of the State Police : [October 24, 2002, Trenton, New Jersey]. Trenton, N.J: The Unit, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Committee, New Jersey Legislature General Assembly Regulatory Oversight. Committee meeting of Assembly Regulatory Oversight Committee: Discussion of nursing home operations, quality of care, facility conditions, the role of state government in ensuring the well-being of the elderly in nursing homes, and the shortage of health-care professionals. Trenton, N.J: Office of Legislative Services, Public Information Office, Hearing Unit, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Operating theatre management"

1

Van de Velde, Rudi. "Operating Theatre Management Information System." In Hospital Information Systems — The Next Generation, 158–65. Berlin, Heidelberg: Springer Berlin Heidelberg, 1992. http://dx.doi.org/10.1007/978-3-642-77617-5_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Booij, L. H. D. J. "Anesthesiological Management of the Severely Traumatized Patient in the Operating Theatre." In Update in Intensive Care and Emergency Medicine, 157–71. Berlin, Heidelberg: Springer Berlin Heidelberg, 1995. http://dx.doi.org/10.1007/978-3-642-79272-4_15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Yilmaz, Okan, Dario Wieschebrock, Jan Heibeyn, Klaus Rademacher, and Armin Janß. "Development and Evaluation of a Platform-Independent Surgical Workstation for an Open Networked Operating Theatre Using the IEEE 11073 SDC Communication Standard." In Digital Human Modeling and Applications in Health, Safety, Ergonomics and Risk Management. Posture, Motion and Health, 79–92. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49904-4_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Saleh, Bilal Bou, Ghazi Bou Saleh, and Oussama Barakat. "Operating Theater Management System: Block-Scheduling." In Artificial Intelligence and Data Mining in Healthcare, 83–98. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45240-7_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Santamaria-Acevedo, Gustavo, Oualid Jouini, Benjamin Legros, and Zied Jemai. "Performance Indicators in Emergency Operating Theaters: A State of the Art." In Advances in Production Management Systems. Artificial Intelligence for Sustainable and Resilient Production Systems, 486–95. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85914-5_52.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Carnero, María Carmen, and Andrés Gómez. "Multicriteria Model for the Selection of Maintenance Policies in Subsystems of an Operating Theatre." In Optimum Decision Making in Asset Management, 32–61. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0651-5.ch002.

Full text
Abstract:
The aim of this article is to select the most suitable combination of maintenance policies in the different subsystems that make up an operating theatre. To do so a multicriteria model will be developed using the Measuring Attractiveness by a Categorical Based Evaluation Technique (MACBETH) technique considering multiple decision centres: The Hospital's technical services, environment and occupational risk prevention managers, healthcare managers (operating theatres and health activity programming), healthcare staff, technicians, purchasing service managers and Hospital executives. The model uses functional, safety and technical-economical criteria, amongst which is availability. Mean availability for repairable systems has been measured to assess this criterion, using Markov chains from the data obtained over three years from the subsystems of a Hospital operating theatre. All this is aimed at increasing the operating theatre's availability and, consequently, increasing physical safety in patient operations and reducing the number of delayed operations due to technical malfunctions.
APA, Harvard, Vancouver, ISO, and other styles
7

"Operating theatre practice." In Oxford Handbook of Perioperative Practice, edited by Suzanne J. Hughes, 379–452. 2nd ed. Oxford University PressOxford, 2023. http://dx.doi.org/10.1093/med/9780198783787.003.0014.

Full text
Abstract:
Abstract This chapter covers standard operating theatre practice. It begins with theatre preparation, including heating, lighting, humidity, cleaning, decontamination and sterilization of equipment, and general management of equipment and maintaining a sterile field. Specific tasks such as scrubbing up, draping the patient, the opening of sterile packs, and specimen control are all covered. Infection control and prevention are covered in detail, as is accountability for swabs, sharps, and instruments during surgery. Clinical waste, drugs administration, instrument trays, and personal protective equipment are all outlined, and the chapter finishes with issues surrounding thermoregulation of the patient and warming devices and techniques.
APA, Harvard, Vancouver, ISO, and other styles
8

Foo, Gerhardine, and Latif Al-Hakim. "Mapping Information of Operating Theatre Waiting List Process." In Encyclopedia of Healthcare Information Systems, 844–59. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-889-5.ch106.

Full text
Abstract:
An operating theatre waiting list (OTWL) is a list that patients are enrolled in once they opt to pursue an elective procedure, assuming they cannot get this procedure performed immediately (Chua 2005). Operating Theatre Waiting Lists are of great concern in society nowadays because of their societal and political priority, their link to the quality of individual patients’ life, relation to the economic management of operating theatres and management of patient flow through the hospital and distribution of scarce medical resources (Al-Hakim & Fitzgerald 2003; Foote, North & Houston 2004; NSW Health 2002). They are used by politicians as measures of success or otherwise of government action on the health services.
APA, Harvard, Vancouver, ISO, and other styles
9

Makker, Neha, and Dr P. R. Sodani. "ENHANCING THE UTILIZATION OF THE OPERATION THEATRE IN A MULTISPECIALTY HOSPITAL." In HEALTHCARE HORIZONS: EXPLORING MANAGEMENT PRACTICES. KAAV PUBLICATIONS, 2023. http://dx.doi.org/10.52458/9789388996853.2023.eb.ch-06.

Full text
Abstract:
The managerial dimension of providing healthcare services in hospitals is gaining increasing significance. Hospitals aim to minimize costs and enhance financial resources while concurrently striving to enhance patient satisfaction. The operating theatre is particularly crucial as the primary cost and revenue center in a hospital, significantly influencing overall hospital performance. Enhancing the efficiency of the operating theatre remains a challenge, especially in the rapidly evolving healthcare sector characterized by increasing complexity in patient care. Effective scheduling within the operating theatre plays a pivotal role in improving this efficiency. Precise and real-time scheduling assists in forecasting staffing requirements and ensuring the availability of necessary equipment and supplies, thereby contributing to the smooth functioning of the operating theatre [1]. The literature review focuses on surgical demand scheduling, distinguishing between advance scheduling and allocation scheduling. Advance scheduling involves assigning a specific surgery date for a patient, whereas allocation scheduling determines both the operating room and the start time for the procedure on the designated surgery day [2]. A precise schedule should realistically outline the start and end times for each surgery. Additionally, any scheduling conflicts should be addressed by the operating theatre manager. Adjustments to schedules may be necessary based on agreed-upon principles among all surgeons, provided guidelines are established to differentiate between elective and non-elective cases [3].
APA, Harvard, Vancouver, ISO, and other styles
10

Lachman, Peter, John Brennan, John Fitzsimons, Anita Jayadev, and Jane Runnacles. "Safety in the operating theatre." In Oxford Professional Practice: Handbook of Patient Safety, edited by Peter Lachman, John Brennan, John Fitzsimons, Anita Jayadev, and Jane Runnacles, 319–32. Oxford University Press, 2022. http://dx.doi.org/10.1093/med/9780192846877.003.0029.

Full text
Abstract:
Safety for procedures undertaken in and outside the operating room is possible through the application of all the theories of patient safety. The operating room (theatre) is a complex adaptive system that holds risks for staff and patients alike. The application of reliability, human factors, and resilience theories can assist proactively, decreasing the risk to patients. Psychological safety is an essential component in a safe surgical team, so that every member of the team has the confidence to speak up if needed. Non-technical skills (human factors), for example social cognitive and personal resource management, are important for developing safe care. Teamwork, communication, and situation awareness are essential to the delivery of high-quality patient care. So is reliability theory and the use of care bundles, for instance for surgical site infections and checklists. The surgical checklist can improve safety. The use of ergonomics principles can ensure a safe environment for both the surgical team and the patient.
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Operating theatre management"

1

Perdomo, Viviana, Vincent Augusto, and Xiaolan Xie. "Operating Theatre Scheduling Using Lagrangian Relaxation." In 2006 International Conference on Service Systems and Service Management. IEEE, 2006. http://dx.doi.org/10.1109/icsssm.2006.320685.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Chraibi, Abdelahad, Said Kharraja, Ibrahim H. Osman, and Omar Elbeqqali. "Optimization of dynamic operating theatre facility layout." In 2015 International Conference on Industrial Engineering and Systems Management (IESM). IEEE, 2015. http://dx.doi.org/10.1109/iesm.2015.7380169.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Hanset, A., N. Meskens, and D. Duvivier. "Using constraint programming to schedule an operating theatre." In 2010 IEEE Workshop on Health Care Management (WHCM). IEEE, 2010. http://dx.doi.org/10.1109/whcm.2010.5441245.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Roland, Benoit, Christine di Martinelly, and Fouad Riane. "Operating Theatre Optimization : A Resource-Constrained Based Solving Approach." In 2006 International Conference on Service Systems and Service Management. IEEE, 2006. http://dx.doi.org/10.1109/icsssm.2006.320503.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Chaabane, Sondes, Nadine Meskens, Alain Guinet, and Marius Laurent. "Comparison of Two Methods of Operating Theatre Planning: Application in Belgian Hospital." In 2006 International Conference on Service Systems and Service Management. IEEE, 2006. http://dx.doi.org/10.1109/icsssm.2006.320645.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Khalil, Essam E., and Ahmed ElDegwy. "Simulation of Thermal Management in a Surgical Operating Theatre and Its Experimental Verification." In AIAA Propulsion and Energy 2019 Forum. Reston, Virginia: American Institute of Aeronautics and Astronautics, 2019. http://dx.doi.org/10.2514/6.2019-4224.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Fei, Hongying, Nadine Meskens, and Chengbin Chu. "An operating theatre planning and scheduling problem in the case of a "block scheduling" strategy." In 2006 International Conference on Service Systems and Service Management. IEEE, 2006. http://dx.doi.org/10.1109/icsssm.2006.320500.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Grand Girard, Emilie, Christine Gertosio, and Alain Dussauchoy. "An operating theatre planning and scheduling problem in the case of a "block scheduling" strategy [PDF Not Yet Available In IEEE Xplore]." In 2006 International Conference on Service Systems and Service Management. IEEE, 2006. http://dx.doi.org/10.1109/icsssm.2006.320499.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chen, Xilin, and Tao Xi. "Cross-Cultural Management of Chinese Traditional Theatre Industry Based on Broadway Operation Model." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001860.

Full text
Abstract:
Broadway, as one of the leading commercial show districts in the West, has a mature commercial experience and operation model. The theatre industry on Broadway is different from other places, and its production and marketing methods have also proven to be highly successful. This paper analyses the business model, artistic concept, communication strategy, and user research of Western theatre based on Broadway at the academic level. At the practical level, the paper investigates the cross-cultural management and communication model of the Chinese theatre industry. The Broadway theatre management that operates separately for theatres and productions, together with the art form that focuses on scenery, stage art, and sound effects, is applied to the management and communication of the traditional Chinese theatre industry. The paper aims at promoting traditional culture and making traditional theatre more suitable for modern aesthetic needs and market demands. The contribution of the paper is to improve traditional Chinese theatre into a creator-centered theatre performance consisting of music, song, dance, and dialogue in a cross-cultural context, based on the Broadway operation model. A modern marketing campaign is used to promote exposure and sustainability. As a result, a framework for Chinese traditional theatre products based on cross-culture is constructed.
APA, Harvard, Vancouver, ISO, and other styles
10

Bayer, Noa, and Amnon Meisels. "Multi-agent management of Operating Theatres." In 2022 International Conference on INnovations in Intelligent SysTems and Applications (INISTA). IEEE, 2022. http://dx.doi.org/10.1109/inista55318.2022.9894240.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Operating theatre management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography