The University Of Mississippi Medical Center

Patton – Fuller community hospital’s network system consist of two major parts, the first part is the executive part that connects the hospitals executive management, human resources department, operations, IT and data center, etc., the first network is connected using a 1000base-T Gigabyte network connection that uses a typical Cat6 cabling (Apollo Group Inc., 2008), the second major part of the network connects the departments of radiology, operating room, wards, ICU’s, etc. using a 1000base F fiber optic based connection, this connection is a

| 1- Collaborative work environment.2- Cooperation between physicians.3- Changing lines of authority.4- RNs maintain professional standards across care centers.

Dr. Gary Kaplan was trying to achieve change at Virginia Mason. He envisioned the transformation of Virginia Mason Medical Center into the quality leader in health care and sought to lead the organization toward this vision. When Dr. Kaplan joined VMMC what attracted him to the medical field was a collaborative team approach and Virginia Masons’ unique culture that was created in the early 1900’s. With time VMMC started to face challenges, competition was fierce and VMMC soon began to experience financial troubles. In addition, its employees were unhappy and the staff morale around the hospital was declining. Kaplan noticed that

The Georgetown University School of Medicine strives to ensure that its students become respectful physicians who embrace all dimensions of caring for the whole person. Please describe how your personal characteristics or life experiences will contribute to the Georgetown University School of Medicine community and bring educational benefits to our student body. (1000 characters)

The Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

Charleston Area Medical Center (CAMC) is a leader in community healthcare that serves patients as an 838 bed non-for-profit tertiary medical Center (CAMC, 2015). CAMC is a nationally renowned teaching facility that provides a wide array of both in and out-patient specialty services. This organization also provides the local city, county and tri state area with Level I trauma services, state of the art women’s and children’s specialty care, along with a nationally recognized stroke and vascular services (CAMC, 2015). A current component of the CAMC teaching structure includes heavy involvement in both medical and nursing education to improve the overall quality of care provided while encouraging continuous recruitment and workforce development. As home to over 9000 employees CAMC has also boasts a robust professional nursing and human resources program that work to support both the retention and recruitment of all types of health care professionals.

The North Texas State Hospital (NTSH) is part of the Department of State Health Services (DSHS) administration. NTSH is a mental healthcare facility that has two campuses: one department is located in Wichita Falls, TX and the other in Vernon, TX. Including both campuses DSHS is the largest mental hospital in the state of Texas, which provides psychiatric services for the mentally ill. NTSH is the only facility in the entire state of Texas that provides forensic psychiatric care. Forensic psychiatric care is a specialized service for prisoners who have mental disorders. NTSH offers a 284-bed maximum security program for adults and a 78-bed adolescent Forensic Program (DSHS Center, 2017). NTSH aims to improve the health, safety, and wellbeing of individuals by providing the right stewardship, reducing health care problems, improving public health awareness, and preventing diseases. In order to improve health and safety, NTSH is accredited by the Joint Commission on Accreditation of Healthcare Organizations. The Joint Commission is an independent, not for profit association that set standards to evaluate

Dignity Health Methodist Hospital of Sacramento is a nonprofit general acute care hospital located in the southern part of Sacramento on 7500 Hospital Dr, Sacramento, CA 95823. Methodist Hospital has been serving the Sacramento region since 1973. The hospital has 329 licensed bed in total, out of the 329 beds 162 are acute care bed type. Methodist hospital provides patients a full range of services ranging from skilled nursing, Family Birth Center, Emergency Room, Orthopedic, to Physical Therapy Center. It offers 24-hour basic emergency services but unfortunately, it does not offer trauma services. Provider Id 050590.

This is a report of an Interview with Karen Gordon-Sosby, associate director at Texas State Student Health Center. Karen is a highly motivated professional, an experienced healthcare administrator and appears to possess inherent management and leadership skills that are quite significant and noteworthy. Her expertise in performing the indispensable task in managing and analyzing financial records, brings a unique blend of health administration and public health prowess to the healthcare industry.

I would like to focus on one non-profit organization that has been doing very well in the recent years. The name of the organization is St Jude Research Hospital, which deals with the cure and treatment of children suffering from catastrophic diseases. In the five decades, it has been operational, the mortality rate has gradually reduced therefore saving lots of lives. St Jude started its operations in 1962. Danny Thomas was the one who started the organization and was helped by two other close friends (Pui, Pei, Pappo, Howard, Cheng, Sandlund and Gajjar, 2012).

The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However, because of the intensity of the demands placed on nurses, only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour. In periods of extremely high demand, temporary part-time nurses may be hired for a limited period of time. Temporary nurses are paid $15.00 per hour. Memorial Hospital has a policy that limits the proportion of temporary nurses to 15 percent of the

Attica Memorial Hospital (AMH) is a non-profit acute care facility located in Norton County. The organization purchased and absorbed its competitor, Delphi Hospital in 2001, which also enabled it to acquire the reputable and well-known Ingelson Burn Center.

UT Southwestern Medical School was formed in 1943 in the Southwestern Medical District of Dallas, Texas. It started off as a small wartime medical college and since then has grown exponentially. It now provides care to almost 90,000 patients and oversees 2 million outpatient visits and is affiliated with four hospitals: Parkland Memorial Hospital, Children's Medical Center, Zale Lipshy University Hospital, and St. Paul University Hospital.

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include: