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Artículos de revistas sobre el tema "Care managers"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 3 de febrero de 2022

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1

Cooper, Theodore. "Cushing Oration, 1989: Who manages the managers?" Journal of Neurosurgery 71, n.º 3 (septiembre de 1989): 311–15. http://dx.doi.org/10.3171/jns.1989.71.3.0311.

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✓ New medical knowledge is emerging at a tremendous rate. Diseases such as Alzheimer's disease, Parkinson's disease, cancer, and others (diseases once considered beyond the scope of medicine) are receiving a great deal of attention. Yet it is a paradox that, at a time when we are learning more about the biology of the human being, it is more difficult to creatively develop the new knowledge into diagnostic tests, surgical interventions, and preventive strategies. The pace of biomedical innovation is being slowed by an increase in the intervention of nonmedical “managers of care.” The driving force behind managed care is concern over cost. The managers of medical care have sought to control costs by controlling the doctor's decision making. This is the focus of managed care. The physicians of today, therefore, face a remarkable challenge. They must respond to the needs of patients while being held accountable to an increasing number of overseers in the public and private sectors. These managers of care justify their activities on the notion that the patient will be better off and the cost less if the doctor-patient encounter is regulated by protocols, statistical comparison, utilization review, and fee schedules. While doctor's decisions are being managed by others, who is managing the managers? The answer should be the medical community, principally doctors. Unfortunately, the answer at the moment is the payors — governmental reimbursement agencies, intermediaries, employers, hospitals, or new corporations designed to manage medical costs. The challenge to the physician is to retain the responsibility for those things for which he or she is held accountable. The challenge should not be ignored.

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2

Caplan, Debra L., Lisa LeRoy, Jacqueline M. Rosenthal y Linda J. Shyavitz. "Women health care managers". Health Care Management Review 13, n.º 1 (1988): 71–80. http://dx.doi.org/10.1097/00004010-198824000-00011.

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3

Nilsson, Kerstin y Mette Sandoff. "Leading processes of patient care and treatment in hierarchical healthcare organizations in Sweden – process managers’ experiences". Leadership in Health Services 28, n.º 2 (5 de mayo de 2015): 135–48. http://dx.doi.org/10.1108/lhs-04-2014-0043.

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Purpose – The purpose of this study is to gain better understanding of the roles and functions of process managers by describing Swedish process managers’ experiences of leading processes involving patient care and treatment when working in a hierarchical health-care organization. Design/methodology/approach – This study is based on an explorative design. The data were gathered from interviews with 12 process managers at three Swedish hospitals. These data underwent qualitative and interpretative analysis with a modified editing style. Findings – The process managers’ experiences of leading processes in a hierarchical health-care organization are described under three themes: having or not having a mandate, exposure to conflict situations and leading process development. The results indicate a need for clarity regarding process manager’s responsibility and work content, which need to be communicated to all managers and staff involved in the patient care and treatment process, irrespective of department. There also needs to be an emphasis on realistic expectations and orientation of the goals that are an intrinsic part of the task of being a process manager. Research limitations/implications – Generalizations from the results of the qualitative interview studies are limited, but a deeper understanding of the phenomenon was reached, which, in turn, can be transferred to similar settings. Originality/value – This study contributes qualitative descriptions of leading care and treatment processes in a functional, hierarchical health-care organization from process managers’ experiences, a subject that has not been investigated earlier.

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4

Yoshida, Kazunori, Yoritaka Harazono, Toko Funaki y Akiko Nishino. "Care Managers Have Few Options for Home Modification Because They Are Not Specified in Architecture". Innovation in Aging 4, Supplement_1 (1 de diciembre de 2020): 198. http://dx.doi.org/10.1093/geroni/igaa057.641.

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Abstract In this paper, we aim to clarify the cause of the difficulty in home modification. The aging society becomes larger where older people have difficulty in living home because of weakened body functions. To maintain quality of life, it is important to modify houses. In Japan, home modification is conducted by care managers, who are originally from nurses, helpers, and so on. However, to modify houses, we hypothesized that it is needed to have knowledge about not only body function but also architecture. Because of this, home modification should be difficult for care managers. For this problem, we aim to clarify the difficulty in home modification. In November 2018, we took part in the teaching course for care managers about home modification and asked care managers the number of home modification they conducted and what they have difficulty in. As a result, we asked for 57 care managers, who have experience as care managers for 39 months in average. Home modification was mainly conducted for setting handrails (four for a care manager in average). It was also revealed that experience of modification for handrails and doors are larger when the experience of care manager becomes longer, but other modification is not the case. The care managers told us that they cannot understand architecture. This result indicates that care managers cannot think of many options for modification because of their little knowledge about architecture. Therefore, it should be needed to combine the architects and care managers for appropriate home modification.

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5

Hata, Chiemi y Sachiko Kasahara. "THE STRUCTURE OF CARE MANAGERS’ PRACTICE RESPECTING THE AUTONOMY OF THE FRAIL ELDERLY IN JAPAN". Innovation in Aging 3, Supplement_1 (noviembre de 2019): S504. http://dx.doi.org/10.1093/geroni/igz038.1865.

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Abstract The objectives of current study are to clarify the structure of practice respecting the autonomy of the frail elderly under the Long-Term Care Insurance system in Japan and to discuss the related factors to the practice. The mailed self-administered questionnaire survey was conducted on 1398 care managers who working in In-Home Long-Term Care Support Providers in A City in Osaka with the condition that “office with multiple care managers engaged and one care manager with more than 5 years’ experience”. The response rate was 51.0% (713persons) and no missing data 615 (44.0%) was analyzed. Analysis was carried out using Mplus.ver8. The structure of practice respecting the autonomy of the frail elderly and the rerated factors were examined as a causal model using structural equation modeling. As the result, it was confirmed the goodness of fit to the data (RMSEA=0.049, CFI=0.927). By the confirmatory factor analysis, the care manager’s practice respecting the autonomy of the elderly was confirmed associating with three-factors structure; (1)data collection and assessment, (2) strength perspective and (3) professional relationship. Furthermore the practice was significantly affected by self-esteem of care-managers performance (β=0.494) and self-reflection to own work (β=0.269). In conclusion, the current study supported the hypothetical consideration in which self-esteem and self-reflection in care manager’s practice significantly affected the practice respecting the autonomy of the frail elderly.

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6

Conway, Mary Ellen. "Home care for case managers". Case Manager 8, n.º 1 (enero de 1997): 61–63. http://dx.doi.org/10.1016/s1061-9259(97)80094-x.

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7

Chatfield, Mary. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 87. http://dx.doi.org/10.1097/00004010-198501010-00011.

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8

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00013.

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9

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00014.

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10

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00015.

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11

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00016.

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12

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 88. http://dx.doi.org/10.1097/00004010-198501010-00017.

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13

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 89. http://dx.doi.org/10.1097/00004010-198501010-00019.

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14

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 89. http://dx.doi.org/10.1097/00004010-198501010-00020.

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15

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 1 (enero de 1985): 89. http://dx.doi.org/10.1097/00004010-198501010-00021.

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16

Chatfield, Mary. "Books for health care managers". Health Care Management Review 10, n.º 3 (enero de 1985): 91. http://dx.doi.org/10.1097/00004010-198501030-00014.

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17

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 4 (enero de 1985): 94. http://dx.doi.org/10.1097/00004010-198501040-00014.

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18

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 4 (enero de 1985): 94. http://dx.doi.org/10.1097/00004010-198501040-00015.

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19

&NA;. "Books for health care managers". Health Care Management Review 10, n.º 4 (enero de 1985): 94. http://dx.doi.org/10.1097/00004010-198501040-00016.

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20

Sear, Alan M. y Robert Kane. "Books for ambulatory care managers". Journal of Ambulatory Care Management 8, n.º 3 (agosto de 1985): 78. http://dx.doi.org/10.1097/00004479-198508000-00010.

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21

Sear, Alan M. y Robert Kane. "Books for ambulatory care managers". Journal of Ambulatory Care Management 8, n.º 3 (agosto de 1985): 79. http://dx.doi.org/10.1097/00004479-198508000-00011.

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22

Neuhauser, Duncan. "Health Care Managers in Transition". Medical Care 29, n.º 4 (abril de 1991): 395. http://dx.doi.org/10.1097/00005650-199104000-00010.

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23

Burns, Janice. "Snapshots of Health Care Managers". Health Care Manager 26, n.º 1 (enero de 2007): 68–73. http://dx.doi.org/10.1097/00126450-200701000-00009.

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24

Leebov, Wendy y Gail Scott. "Health Care Managers in Transition". Journal For Healthcare Quality 16, n.º 4 (julio de 1994): 40. http://dx.doi.org/10.1111/j.1945-1474.1994.tb00723.x.

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25

Deterline, William A. "Managers, care and maintenance of". Performance + Instruction 32, n.º 6 (julio de 1993): 1–2. http://dx.doi.org/10.1002/pfi.4170320603.

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26

Gardiner, Chris. "Ethics and Aged-Care Managers". Professional Ethics, A Multidisciplinary Journal 7, n.º 3 (1999): 25–47. http://dx.doi.org/10.5840/profethics199973/411.

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27

Stewart, Della W. "Leaders, Managers, and Employee Care". Health Care Manager 31, n.º 1 (2012): 94–101. http://dx.doi.org/10.1097/hcm.0b013e318242d526.

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28

Chatfield, Mary, Librarian y Baker Library. "Books for health care managers". Health Care Management Review 12, n.º 1 (1987): 93. http://dx.doi.org/10.1097/00004010-198701210-00013.

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29

Chatfield, Mary, Librarian y Baker Library. "Books for health care managers". Health Care Management Review 12, n.º 1 (1987): 93. http://dx.doi.org/10.1097/00004010-198712010-00013.

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30

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 3 (1988): 95–96. http://dx.doi.org/10.1097/00004010-198801330-00012.

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31

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 3 (1988): 95–96. http://dx.doi.org/10.1097/00004010-198813030-00012.

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32

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 4 (1988): 93. http://dx.doi.org/10.1097/00004010-198823000-00013.

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33

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 4 (1988): 93. http://dx.doi.org/10.1097/00004010-198823000-00014.

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34

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 4 (1988): 94. http://dx.doi.org/10.1097/00004010-198823000-00015.

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35

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 4 (1988): 94. http://dx.doi.org/10.1097/00004010-198823000-00016.

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36

Chatfield, Mary. "Books for health care managers". Health Care Management Review 13, n.º 4 (1988): 94. http://dx.doi.org/10.1097/00004010-198823000-00017.

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37

Suver, James D. "Books for health care managers". Health Care Management Review 16, n.º 3 (1991): 83–84. http://dx.doi.org/10.1097/00004010-199101630-00009.

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38

Haddock, Cynthia Carter. "Books for health care managers". Health Care Management Review 17, n.º 4 (1992): 93–94. http://dx.doi.org/10.1097/00004010-199201740-00011.

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39

Suver, James D. "Books for health care managers". Health Care Management Review 19, n.º 1 (1994): 84–85. http://dx.doi.org/10.1097/00004010-199401910-00011.

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40

Suver, James D. "Books for health care managers". Health Care Management Review 19, n.º 1 (1994): 84. http://dx.doi.org/10.1097/00004010-199424000-00011.

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41

Suver, James D. "Books for health care managers". Health Care Management Review 20, n.º 3 (1995): 92–93. http://dx.doi.org/10.1097/00004010-199502030-00014.

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42

Suver, James D. "Books for health care managers". Health Care Management Review 20, n.º 3 (1995): 92–93. http://dx.doi.org/10.1097/00004010-199522000-00015.

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43

Duffield, Christine, Glenn Gardner, Anna Doubrovsky y Sarah Wise. "Manager, clinician or both? Nurse managers' engagement in clinical care activities". Journal of Nursing Management 27, n.º 7 (5 de septiembre de 2019): 1538–45. http://dx.doi.org/10.1111/jonm.12841.

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44

Tsuji, Noriko, Takahisa Hirose, Yusuke Suzuki y Masafumi Kuzuya. "Difficulties in care management felt by care managers". Nippon Ronen Igakkai Zasshi. Japanese Journal of Geriatrics 51, n.º 2 (2014): 192. http://dx.doi.org/10.3143/geriatrics.51.192.

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45

Yamarik, Rebecca, Nancy Lentz, Matt Estes y Scott La Forte. "Advanced Illness Care Training for Nurse Care Managers". Journal of Pain and Symptom Management 53, n.º 2 (febrero de 2017): 391. http://dx.doi.org/10.1016/j.jpainsymman.2016.12.173.

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46

McGeehan, Susan K. y Robert Applebaum. "The Evolving Role of Care Management in Integrated Models of Care". Care Management Journals 8, n.º 2 (junio de 2007): 64–70. http://dx.doi.org/10.1891/152109807780845591.

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The purpose of this study is to better understand care management in integrated models of service delivery. Semistructured interviews were conducted with state- and program-level administrators and care managers from nursing and social work disciplines in eight programs providing integrated care. The professionals interviewed discussed the benefits and difficulties associated with providing care management to a population with a wide range of needs, issues related to interfacing with different health care professionals, and the overall purpose of the care manager role. The findings suggest a need to unify the purpose of care management in programs, that educational and training efforts for care managers need to be examined more closely, and that there is a need for future research to focus on the value of comprehensive care management in a medical model of care.

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47

Kazanjian, Arminée y Nino Pagliccia. "Health Care Managers in British Columbia, Part I: Who Manages Our System?" Healthcare Management Forum 6, n.º 1 (abril de 1993): 19–24. http://dx.doi.org/10.1016/s0840-4704(10)61117-9.

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Part I of this article provides, for the first time, the supply side overview of middle- and high-level managers in the B.C. health care system. It presents findings from two province-wide surveys and describes the sociodemographic characteristics and the employment experiences of the population of interest. Part II presents a detailed analysis of management tasks and management roles, and of competency requirements for future managerial roles.

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48

Harrison, Sarah. "Paperwork leaves primary care managers disillusioned". Nursing Standard 17, n.º 33 (30 de abril de 2003): 9. http://dx.doi.org/10.7748/ns.17.33.9.s17.

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49

Johnson, Sherryl W. "Characteristics of Effective Health Care Managers". Health Care Manager 24, n.º 2 (abril de 2005): 124–28. http://dx.doi.org/10.1097/00126450-200504000-00004.

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50

Collins, Sandra K., Richard McKinnies y Kevin S. Collins. "Leadership Characteristics for Health Care Managers". Health Care Manager 34, n.º 4 (2015): 293–96. http://dx.doi.org/10.1097/hcm.0000000000000078.

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