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Journal articles on the topic 'Hospital'

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Author: Grafiati

Published: 4 June 2021

Last updated: 26 August 2024

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1

Ráczkevy-Deák, Gabriella. "Hospital Security: Hospitals and Terrorism." Belügyi Szemle 68, no. 2 (September 15, 2020): 85–96. http://dx.doi.org/10.38146/bsz.spec.2020.2.6.

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Hospitals are part of the critical infrastructure and are incredibly vulnerable. Unexpected events may hinder the functioning of institutions, causing severe damage and loss of asset value and quality of service. Every hospital should be prepared for such incidents with well-developed plans and strategies. A hospital can be an ideal target for a terrorist, because a lot of civilians are taken care of (and are open) 24 hours a day, seven days a week. Unfortunately, in recent years have taken place more and more terrorist acts. (eg: 13th November 2015 Paris, and 22nd March 2016., Brussels). How are hospitals prepared for these events in Hungary and abroad? Are the Hospitals Disaster Management Plans sufficient? What kind of terrorist attacks can occur in a hospital (e.g. cyber terrorism)? In my essay I am looking for the answers to these questions and introducing the concept of hospital safety and security.

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2

Boyce, John M. "Hospital Epidemiology in Smaller Hospitals." Infection Control and Hospital Epidemiology 16, no. 10 (October 1995): 600–606. http://dx.doi.org/10.2307/30141102.

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3

Hasan, Md Mahmudul, Md Noor-E-Alam, Xiaoyi Wang, E. David Zepeda, and Gary J. Young. "Hospital Readmissions to Nonindex Hospitals." Journal for Healthcare Quality 42, no. 1 (2020): e10-e17. http://dx.doi.org/10.1097/jhq.0000000000000199.

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4

Boyce, John M. "Hospital Epidemiology in Smaller Hospitals." Infection Control and Hospital Epidemiology 16, no. 10 (October 1995): 600–606. http://dx.doi.org/10.1086/647016.

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5

Connelly, Patricia. "A Hospital-within-a-hospital: Good for Hospitals, Good for Patients." Indiana Health Law Review 13, no. 2 (October 11, 2016): 546. http://dx.doi.org/10.18060/3911.0026.

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6

Halasyamani, Lakshmi K., and Matthew M. Davis. "Conflicting measures of hospital quality: Ratings from “Hospital Compare” versus “Best Hospitals”." Journal of Hospital Medicine 2, no. 3 (2007): 128–34. http://dx.doi.org/10.1002/jhm.176.

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7

Qadir, Dr Murad, Dr Rafat Murad, and Dr Naveed Faraz. "HOSPITAL WASTE MANAGEMENT; TERTIARY CARE HOSPITALS." PROFESSIONAL MEDICAL JOURNAL 23, no. 07 (July 1, 2016): 802–6. http://dx.doi.org/10.17957/tpmj/16.3281.

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8

DAMBARA, TAKASHI, TOSHIAKI SHIMIZU, HIROYUKI KOBAYASHI, KAZUO KANEKO, TSUTOMU SUZUKI, TOSHINAO TSUGE, YUICHI TOMIKI, et al. "The First Scientific Meeting for Medical Residents of 4 Hospitals (Juntendo University Hospital, Juntendo Shizuoka Hospital, Juntendo Urayasu Hospital and Juntendo Nerima Hospital)." Juntendo Medical Journal 56, no. 6 (2010): 581–84. http://dx.doi.org/10.14789/pjmj.56.581.

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9

Ramadan, Omar I., Paul R. Rosenbaum, Joseph G. Reiter, Siddharth Jain, Alexander S. Hill, Sean Hashemi, Rachel R. Kelz, Lee A. Fleisher, and Jeffrey H. Silber. "Impact of Hospital Affiliation With a Flagship Hospital System on Surgical Outcomes." Annals of Surgery 279, no. 4 (October 17, 2023): 631–39. http://dx.doi.org/10.1097/sla.0000000000006132.

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Objective: To compare general surgery outcomes at flagship systems, flagship hospitals, and flagship hospital affiliates versus matched controls. Summary Background Data: It is unknown whether flagship hospitals perform better than flagship hospital affiliates for surgical patients. Methods: Using Medicare claims for 2018 to 2019, we matched patients undergoing inpatient general surgery in flagship system hospitals to controls who underwent the same procedure at hospitals outside the system but within the same region. We defined a “flagship hospital” within each region as the major teaching hospital with the highest patient volume that is also part of a hospital system; its system was labeled a “flagship system.” We performed 4 main comparisons: patients treated at any flagship system hospital versus hospitals outside the flagship system; flagship hospitals versus hospitals outside the flagship system; flagship hospital affiliates versus hospitals outside the flagship system; and flagship hospitals versus affiliate hospitals. Our primary outcome was 30-day mortality. Results: We formed 32,228 closely matched pairs across 35 regions. Patients at flagship system hospitals (32,228 pairs) had lower 30-day mortality than matched control patients [3.79% vs. 4.36%, difference=−0.57% (−0.86%, −0.28%), P<0.001]. Similarly, patients at flagship hospitals (15,571/32,228 pairs) had lower mortality than control patients. However, patients at flagship hospital affiliates (16,657/32,228 pairs) had similar mortality to matched controls. Flagship hospitals had lower mortality than affiliate hospitals [difference-in-differences=−1.05% (−1.62%, −0.47%), P<0.001]. Conclusions: Patients treated at flagship hospitals had significantly lower mortality rates than those treated at flagship hospital affiliates. Hence, flagship system affiliation does not alone imply better surgical outcomes.

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10

Mleșnițe, Mihai, and Ioan Stelian Bocșan. "COMPARISON BETWEEN A MULTI-PAVILION HOSPITAL AND A SINGLE PAVILION HOSPITAL." Medicine and Pharmacy Reports 89, no. 3 (July 31, 2016): 402–9. http://dx.doi.org/10.15386/cjmed-607.

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Background and aim: Defining and measuring hospital efficiency is a hard task, in spite of the agreement that hospitals need to be efficient. Thus, while research might focus on the relationship between costs and outcomes, measurements differ significantly across studies.The aim of the present study is to compare a multi-pavilion hospital with a single hospital from Cluj-Napoca, Romania.Methods: Statistical and financial (effective expenses, salaries, drugs, materials, reagents, food) indicators were used to compare two hospitals from Cluj-Napoca: the Adults’ Clinical Hospital in Cluj-Napoca, and the Rehabilitation Hospital from Cluj-Napoca respectively. Data related to these indicators were collected at each hospital level, between 2004 and 2010.Results: When investigating the expenses on medicine, data showed the two hospitals had similar values in 2004, 13.09% and 14.43% for the multi-pavilion hospital and single hospital, respectively. After 2004, the expenses started to drop simultaneously, being around 11% in 2006 and 2007 for both hospitals. The mortality rate was significantly different for the two hospitals. The multi-pavilion had a much higher mortality rate, when compared to the single hospital. From 2004 until 2007 a steady increase was observed for the multi-pavilion hospital, from 1.09 to 2.57 respectively.Conclusion: The significant differences found between the two hospitals look being unavoidable, as long as they seem to stem from the hospitals’ ownership, their addressability and their targeted diseases and associated procedures.

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11

Qadir, Murad, Rafat Murad, and Naveed Faraz. "HOSPITAL WASTE MANAGEMENT." Professional Medical Journal 23, no. 07 (July 10, 2016): 802–6. http://dx.doi.org/10.29309/tpmj/2016.23.07.1642.

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Objectives: To evaluate the knowledge and practices of hospital administrationregarding hospital waste management at Tertiary Care Hospitals of Karachi. Study Design:Cross sectional study. Period: June 2014 to December 2014. Methods: Study was conductedin fifteen tertiary care hospitals. Five government, eight private and two trust hospitals wereselected by quota sampling technique. Information was collected from selected hospitalwaste management staff, using a pretested questionnaire regarding knowledge and practicesof hospital waste disposal. Results: Data shows that only 33.3% had knowledge regardinginfectious and noninfectious waste disposal and 27% of the understudy hospitals wereseparate infectious and noninfectious waste. Only 20% of the total hospitals were using propermethod for the separation of the sharps.93.3% hospital waste management staff was notvaccinated against hepatitis ‘B’ and tetanus. Only 53.3% hospitals have their own incineratorfacilities. Conclusions: This study showed that the practices employed by the hospital wastemanagement staff were not safe. There is a need to implement the recommended SOP’s ofhospital waste management program.

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12

Lovitch, Karen S. "Arrangements between Hospitals and Hospital-Based Physicians." Oncology Issues 20, no. 3 (May 2005): 19. http://dx.doi.org/10.1080/10463356.2005.11884233.

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13

Park, James D., Edward Kim, and Rachel M. Werner. "Inpatient Hospital Charge Variability of U.S. Hospitals." Journal of General Internal Medicine 30, no. 11 (May 1, 2015): 1627–32. http://dx.doi.org/10.1007/s11606-015-3352-0.

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14

Haycock, J., A. Stanley, N. Edwards, and R. Nicholls. "The hospital of the future: Changing hospitals." BMJ 319, no. 7219 (November 6, 1999): 1262–64. http://dx.doi.org/10.1136/bmj.319.7219.1262.

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15

Balasuriya, A. "Hospital at Home – are hospitals going home?" Journal of the Ceylon College of Physicians 50, no. 2 (June 29, 2019): 69. http://dx.doi.org/10.4038/jccp.v50i2.7871.

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16

Melnick, Glenn A., and Katya Fonkych. "Hospital Prices Increase in California, Especially Among Hospitals in the Largest Multi-hospital Systems." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 53 (January 16, 2016): 004695801665155. http://dx.doi.org/10.1177/0046958016651555.

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17

R, R. Berens, K. Colpaert K, S. Percy, M. Quasney, R. Brilli, B. McGarr, and T. B. Rice. "Pediatric Code Blue Review Comparisons Between Free-Standing Hospitals and Hospital-within-Hospital Settings." Pediatric Critical Care Medicine 6, no. 1 (January 2005): 111. http://dx.doi.org/10.1097/00130478-200501000-00088.

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18

Sharfeldin, Asmaa. "Inappropriateness of Hospital Admission, Hospital Stay and Bed Utilization at Monufia University Hospitals, Egypt." Egyptian Family Medicine Journal 3, no. 2 (February 1, 2019): 113–28. http://dx.doi.org/10.21608/efmj.2019.70445.

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19

GÖKKAYA, Durmuş, and Dilruba İZGÜDEN. "Digital Hospital Applications: A Study on City Hospital Workers." Gümüşhane Üniversitesi Sağlık Bilimleri Dergisi 11, no. 3 (September 27, 2022): 848–59. http://dx.doi.org/10.37989/gumussagbil.944865.

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Digital hospitals are one of the most important representations of the digital transformation experienced in healthcare institutions. In many medical and non-medical work flow processes of digital hospitals, technological systems and modules find their place. The research is important as it is the first study conducted on the subject on the employees of the first city hospital with the title of a fully digital hospital. Within the scope of the research, the opinions, thoughts and satisfaction levels of employees of Yozgat City Hospital, which is the first city hospital in Turkey among EMRAM Level 7 hospitals, about digital hospital applications were examined. The "Digital Hospital Practices Survey" developed by the researchers was used as the data collection tool in the study, and the data obtained with the participation of 298 hospital employees were analyzed using the SPSS program. As a result of the research, it was determined that hospital employees working in Yozgat City Hospital are generally satisfied with digital hospital applications. It is understood from the questionnaire expressions used in the research that; hospital employees have not experienced any adaptation problems related to digital hospital applications and they think that digital hospital applications provide advantages especially in patient and information security issues. It has been seen in the research that; hospital workers make evaluations to support the use, development and dissemination of digital hospital applications.seen in the research that; hospital workers make evaluations to support the use, development and dissemination of digital hospital applications.

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20

Wang, Yangmei, Yuewu Li, and Jiao Li. "Hospital Lobbying and Performance." Journal of Governmental & Nonprofit Accounting 10, no. 1 (January 1, 2021): 1–25. http://dx.doi.org/10.2308/jogna-2020-009.

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ABSTRACT Lobbying is a primary avenue through which business organizations attempt to influence legislation, regulations, or policies. In this study, we examine the association between lobbying and hospital performance and find that the effects of lobbying activities on hospital performance vary according to the distinct types of hospital ownership. Specifically, we find that lobbying raises employee salaries in not-for-profit (NFP) hospitals, reduces uncompensated care costs in both for-profit and NFP hospitals, and increases return on assets (ROA) in for-profit hospitals. We also find that the effects of lobbying on employee salaries, uncompensated care costs, and ROA are not significant in government hospitals. Taken together, our findings suggest that NFP hospitals lobby to protect employees' interests, while for-profit hospitals lobby to maximize investors' interests. Our paper provides evidence to illustrate that the goals and effects of hospital lobbying vary according to hospital ownership types.

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Journal, IJSREM. "HOSPITAL FINDER." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 01 (January 15, 2024): 1–6. http://dx.doi.org/10.55041/ijsrem28154.

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Introducing the Hospital Finder App - Your Ultimate Guide to Finding the Best Medical Care! Are you looking for a reliable and trustworthy hospital finder app to help you locate the best medical care? Look no further! Our Hospital Finder App is here to assist you in finding top- notch hospitals and medical facilities near you. With our comprehensive directory, you can easily search and compare hospitals based on your specific needs and preferences. Our app features a user-friendly interface and a wide range of filters to help you find the perfect hospital for your medical needs. You can search by location, specialty, insurance, and more. Plus, our app provides detailed information on each hospital, including patient reviews, ratings, and contact information. Our mission is to provide you with the best possible medical care, and we believe that starts with helping you find the right hospital. Download our app today and discover the power of informed healthcare choices! rigorous standards of scientific research, presenting a comprehensive and secure framework for the findings. Keywords: Hospitals near me ,Medical facilities ,Healthcare providers ,Doctor search,Specialist directory, Insurance coverage ,Patient reviews Hospital ratings ,Contact information Emergency care ,Urgent care ,Specialized treatment ,Preventive care , Wellness services .

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22

AMIN, RAHEELAH, RUBINA GUL, and AMINA MEHRAB. "HOSPITAL WASTE MANAGEMENT;." Professional Medical Journal 20, no. 06 (December 15, 2013): 988–94. http://dx.doi.org/10.29309/tpmj/2013.20.06.1684.

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Introduction: Hospital waste is a special type of waste which carries high potential of infection and injury. Objectives: Thisstudy was conducted to examine Medical Waste Management Practices in different hospitals of Peshawar. Methodology: Simpleobservational, cross-sectional study. was conducted with a case study approach. Aug-Sep 2011, with selection of 15 hospitals. The datawas collected through a pre-designed questionnaire with a checklist. Results: The study showed that 80% of the hospital personnel knewhospital waste and its management. There was waste management plan present in 30% of hospitals. Although hospitals did not quantifiedwaste amounts but on average the amount of waste generated daily was 0.5-1 kg/bed/day. Segregation into risk and non risk waste wasdone in 93.3% of hospitals. For non risk waste, disposal through Municipal Corporation was conducted in 86.67% of the hospitals, whilein 13.3%, it was burnt. For risk waste, either it was buried or burnt. Proper incineration was carried out in only 33.3% of the hospitals.Discussion: Hospital waste generation, segregation, collection, transportation & disposal practices were not in accordance with standardguidelines. The average waste generation in most of the hospitals was almost equivalent to other under developed countries but less thanthat of developed countries. Conclusions: The hospital waste in the majority of hospitals of Peshawar was mismanaged. No properhospital waste management plan existed except at few hospitals.

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23

Assareh, Hassan, Helen M. Achat, and Jean-Frederic Levesque. "Accuracy of inter-hospital transfer information in Australian hospital administrative databases." Health Informatics Journal 25, no. 3 (December 18, 2017): 960–72. http://dx.doi.org/10.1177/1460458217730866.

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Inter-hospital transfers improve care delivery for which sending and receiving hospitals both accountable for patient outcomes. We aim to measure accuracy in recorded patient transfer information (indication of transfer and hospital identifier) over 2 years across 121 acute hospitals in New South Wales, Australia. Accuracy rate for 127,406 transfer-out separations was 87 per cent, with a low variability across hospitals (10% differences); it was 65 per cent for 151,978 transfer-in admissions with a greater inter-hospital variation (36% differences). Accuracy rate varied by departure and arrival pathways; at receiving hospitals, it was lower for transfer-in admission via emergency department (incidence rate ratio = 0.52, 95% confidence interval: 0.51–0.53) versus direct admission. Transfer-out data were more accurate for transfers to smaller hospitals (incidence rate ratio = 1.06, 95% confidence interval: 1.03–1.08) or re-transfers (incidence rate ratio > 1.08). Incorporation of transfer data from sending and receiving hospitals at patient level in administrative datasets and standardisation of documentation across hospitals would enhance accuracy and support improved attribution of hospital performance measures.

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Xie, Yu, Di Liang, Jiayan Huang, and Jiajie Jin. "Hospital Ownership and Hospital Institutional Change: A Qualitative Study in Guizhou Province, China." International Journal of Environmental Research and Public Health 16, no. 8 (April 24, 2019): 1460. http://dx.doi.org/10.3390/ijerph16081460.

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Objectives: To qualitatively compare the influence of different ownership which is considered as a kind of institutional environment in public hospitals, private hospitals, and mixed-ownership hospitals on hospital governance structure and organizational behavior. Design: Qualitative descriptive study, using semi-structured, in-depth interviews and thematic template analysis, theoretically informed by critical realism. Participants: 27 key informants including national policymakers in charge of the health sector, influential researchers, local administrators responsible for implementing policies, and hospital managers who are experienced in institutional change. Results: Hospital ownership has a significant influence on hospitals in terms of decision-making power allocation, residual ownership allocation, market entry level, accountability, and social functions. These five aspects in hospital organizational structure incentivize hospitals to adapt to the internal and external environment of the hospital organization—such as market environment, governance, and financing arrangements—affect the behavior of the hospital organization, and ultimately affect the efficiency of hospital operation and quality of service. The incentives under the public system are relatively distorted. Private hospitals have poor performance in failing their social functions due to their insufficient development ability. Compared to them, mixed ownership hospitals have a better performance in terms of incentive mechanism and organizational development. Conclusion: Public hospitals should improve the governance environment and decision-making structure, so as to balance their implementation of social functions and achieve favorable organizational development. For private hospitals, in addition to the optimization of the policy environment, attempts should be made to strengthen their supervision. The development of mixed-ownership hospitals should be oriented towards socialized governance.

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25

Desi Hertin, Revita, and Omar Ismael Al-Sanjary. "Performance of Hospital Information System in Malaysian Public Hospital: a Review." International Journal of Engineering & Technology 7, no. 4.11 (October 2, 2018): 24. http://dx.doi.org/10.14419/ijet.v7i4.11.20682.

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This paper presents an extensive literature review of Hospital Information System (HIS) in public hospital in Malaysia. This paper aims to deliver information (guideline) about the importance and benefits of HIS so that can help government to enhance the standard of healthcare quality. Accordingly, the Malaysian Government Ministry of Health (MoH) has presented three groups of HIS such as Basic Hospital Information System (BHIS), Intermediate Hospital Information System (IHIS), and Total Hospital Information System (THIS) amongst Malaysian government owned (public) hospitals. In Malaysia, there are 138 public hospitals but at this time only 21 hospitals implementing HIS. In this paper, researcher explains the three groups of HIS (THIS, BHIS, IHIS), the benefits, the challenges, the frameworks, also the current issues of HIS.

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26

Dear, Michele S. "Hospital vs. hospital(ity)." Psychosocial Rehabilitation Journal 9, no. 1 (1985): 70–72. http://dx.doi.org/10.1037/h0099160.

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27

Mekarsari, Wati, and Dumilah Ayuningtyas. "Determine Hospital Management Priority Strategies from the Results of Measuring Hospital Readiness in Indonesia." International Journal of Social Service and Research 3, no. 7 (July 25, 2023): 1713–23. http://dx.doi.org/10.46799/ijssr.v3i7.464.

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WHO publishes an interim guideline on the Rapid Hospital Readiness Checklist. Countries can use the guidelines to help determine hospital capacity in response to the COVID-19 pandemic and identify gaps and key areas that require development/investment actions to maintain hospital quality. This study is to analyze the readiness of hospitals in Indonesia from the results of filling out the Hospital Readiness Checklist uploaded on the mutufasyankes.kemkes.go.id application of the Indonesian Ministry of Health. This study used a quantitative approach by utilizing secondary data taken by researchers from the application. The Rapid Hospital Readiness Checklist consists of 12 components that can be measured as a percentage achievement of each component. Data collection from the mutufasyankes.kemkes.go.id application was obtained by a total of 618 hospitals from 3081 registered hospitals in Indonesia that filled and uploaded on the application until April 30, 2023. A total of 618 hospitals reported Hospital Readiness from 12 existing components, the average achievement per component of 618 hospitals was 88%. The 12th component (Infection Prevention and Control Component) has the highest percentage (94%) and the 10th component (Occupational Health, Mental Health and Psychosocial Support Component has the lowest percentage (77%). Looking at the average results of the profit web picture as a visual illustration of Hospital Readiness measurements in 618 hospitals in Indonesia, it is said that hospitals in Indonesia in terms of the Infection Prevention and Control component are said to be good and for the components of Occupational Health, Mental Health and Psychosocial Support from hospitals need to be followed up again. So that the condition of hospitals in Indonesia at the lowest component of Hospital Readiness during the pandemic can be said to be unprepared. Therefore, the results of Hospital Readiness measurements in Indonesia can be used to determine priority strategies for hospital management by maximizing the Hospital Occupational Health and Safety (K3RS) program so that healthy Indonesian health workers are realized.

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Scanlon, Dennis P., Richard C. Lindrooth, and Jon B. Christianson. "Steering Patients to Safer Hospitals? The Effect of a Tiered Hospital Network on Hospital Admissions." Health Services Research 43, no. 5p2 (October 2008): 1849–68. http://dx.doi.org/10.1111/j.1475-6773.2008.00889.x.

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29

Datta, Rupak, N. Neely Kazerouni, Jon Rosenberg, Vinh Q. Nguyen, Michael Phelan, John Billimek, Chenghua Cao, Patricia McLendon, Kate Cummings, and Susan S. Huang. "Substantial Variation in Hospital Rankings after Adjusting for Hospital-Level Predictors of Publicly-Reported Hospital-Associated Clostridium difficile Infection Rates." Infection Control & Hospital Epidemiology 36, no. 4 (January 13, 2015): 464–66. http://dx.doi.org/10.1017/ice.2014.83.

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Across 366 California hospitals, we identified hospital-level characteristics predicting increased hospital-associated Clostridium difficile infection (HA-CDI) rates including more licensed beds, teaching and long-term acute care (LTAC) hospitals, and polymerase chain reaction testing. Adjustment for these characteristics impacted rankings in 24% of teaching hospitals, 13% of community hospitals, and 11% of LTAC hospitals.Infect Control Hosp Epidemiol 2015;00(0): 1–3

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Conry, J., and C. Prinsloo. "Mothers’ access to supportive hospital services after the loss of a baby through stillbirth or neonatal death." Health SA Gesondheid 13, no. 2 (November 18, 2008): 14–24. http://dx.doi.org/10.4102/hsag.v13i2.276.

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Every year, 3-5% of pregnant mothers in South Africa lose their babies to a stillbirth or neonatal death. These mothers need adequate services to prevent complications in their grieving process. Most of these babies are lost in hospital settings, so the treatment medical staff provide is vital. This study examined mothers’ experiences of accessing hospital, religious, formal and social services after a stillbirth or neonatal death. An exploratory research design was used to conduct applied research. A semi-structured interview schedule was used with a sample of 15 mothers who had lost a baby in the last 5 years. The findings were analysed quantitatively and qualitatively. The primary focus of this article is the quantitative findings relating to hospital services. The sample was small and these results cannot be generalised, but some conclusions are reached and recommendations are made to service providers in hospitals working with mothers who have lost babies. Mothers generally experienced the support services from hospitals as inadequate, compared to what hospitals could offer. Mothers that receive support after the loss of a baby generally cope better. This support thus assists them in the grieving process. Hospital staff can be trained to provide these services. Opsomming In Suid-Afrika verloor 3-5% swanger moeders hulle babas deur stilgeboorte of neonatale dood. Hierdie moeders benodig voldoende dienste om komplikasies in die rouproses te verhoed. Die behandeling deur mediese personeel is uiters belangrik omdat die meeste van dié babas in ‘n hospitaalopset sterf. Hierdie studie het moeders se ervarings van die toeganklikheid van hospitaal-, godsdienstige, formele en sosiale dienste na die dood van hulle babas deur stilgeboorte of neonatale dood ondersoek. Toegepaste navorsing is met behulp van ‘n verkennende navorsingsontwerp gedoen. ‘n Semi-gestruktureerde onderhoudskedule is gebruik met ‘n steekproef van 15 moeders wat hulle babas in die vorige 5 jaar verloor het. Die bevindinge is kwantitatief en kwalitatief ontleed. Hierdie artikel fokus primêr op die kwantitatiewe bevindinge wat op hospitaaldienste van toepassing is. Die steekproef was klein en bevindinge kan nie veralgemeen word nie, maar gevolgtrekkings en aanbevelings word gemaak vir diensverskaffers in hospitale wat met moeders werk wat hul babas verloor het. Respondente het die ondersteuningsdienste by hospitale oor die algemeen as onvoldoende ervaar in vergelyking met dít wat hospitale behoort aan te bied. Moeders wat wel ondersteuning na die verlies van ‘n baba ontvang, funksioneer oor die algemeen beter. Die ondersteuning help hulle in die rouproses. Hospitaalpersoneel kan opgelei word om hierdie dienste te verskaf.

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31

Milanovic, Jasmina, Sanja Milenkovic, Momcilo Pavlovic, and Dragos Stojanovic. "The founding of Zemun Hospital." Srpski arhiv za celokupno lekarstvo 142, no. 7-8 (2014): 505–10. http://dx.doi.org/10.2298/sarh1408505m.

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This year Zemun Hospital - Clinical Hospital Center Zemun celebrates 230th anniversary of continuous work, thus becoming the oldest medical facility in Serbia. The exact date of the hospital founding has been often questioned in history. Various dates appeared in the literature, but the most frequent one was 25th of February 1784. Until now, the document which confirms this has never been published. This article represents the first official publication of the document which confirms that Zemun Hospital was indeed founded on this date. The first hospitals started emerging in Zemun when the town became a part of the Habsburg Monarchy. The first sanitary facility ever formed was the ?Kontumac? - a quarantine established in 1730. Soon after, two more confessional hospitals were opened. The Serbian (Orthodox) Hospital was founded before 1769, whereas the German (Catholic) Hospital started working in 1758. Both hospitals were financed, amongst others, by the Town Hall - the Magistrate. In order to improve efficiency of these hospitals, a decision was made to merge them into a single City Hospital. It was founded on 25th February 1784, when the General Command ordered the Magistrate of Zemun to merge the financess of all existing hospitals and initiate the construction of a new building. Although financially united, the hospitals continued working in separate buildings over a certain period of time. The final, physical merging of these hospitals was completed in 1795.

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32

Starkweather, David. "Hospital Board Power." Health Services Management Research 1, no. 2 (July 1988): 74–86. http://dx.doi.org/10.1177/095148488800100202.

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This paper is about governance of community not-for-profit hospitals. It begins by noting the marked inconsistencies between widely shared views of official hospital board functions and the actual performance of these boards. Several models of organisation power are then reviewed, with comment on their adequacy for hospitals. Then the notion of hospital board power as a convenient fiction is presented. The paper concludes with a discussion of the sufficiency of this arrangement for hospital performance.

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33

Turner, Bryan S. "Hospital." Theory, Culture & Society 23, no. 2-3 (May 2006): 573–79. http://dx.doi.org/10.1177/0263276406023002136.

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Hospitals are traditional sites, not only of care, but of knowledge production. The word ‘hospital’ is derived from ‘hospitality’, and is also associated with ‘spital’, ‘hotel’ and ‘hospice’. In medieval society, the hospice was a place of rest, security and entertainment. The Knights Hospitallers were an order of military monks that took its historical origin from a hospital founded in Jerusalem in 1048. Before the rise of the modern research hospital, these spitals had a more general function as charitable institutions for the care and maintenance of the aged, infirm and impoverished. Hospitals were important in the historical emergence of the university, but with the dominance of bio-medical sciences medical faculties have become increasingly separated geographically and administratively from other faculties. Medical research is dominated by private corporations and increasingly medical knowledge exists outside the conventional procedures and norms of scientific research.

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Chen, Yuqi. "Analysis of Hospital Budget Management Control Based on Smart Hospital." Journal of Clinical and Nursing Research 8, no. 5 (June 24, 2024): 169–73. http://dx.doi.org/10.26689/jcnr.v8i5.7339.

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Hospitals are crucial healthcare facilities where patients seek treatment, and effective budget management within hospitals significantly impacts their operational efficiency and financial performance. In the age of information technology and advanced healthcare solutions, the emergence of smart hospitals represents a new trend in the medical industry’s evolution. Leveraging modern information technology can enhance the development of hospital IT systems and drive budget management toward greater intelligence. This paper begins by analyzing the influence of smart hospitals on hospital budget control. It then examines the current state of budget management control within smart hospitals. Finally, it proposes several strategies for budget management control in smart hospitals, aiming to provide guidance for relevant stakeholders.

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Patil, Vishal. "Smart Hospital Management System." International Journal for Research in Applied Science and Engineering Technology 9, no. VI (June 20, 2021): 1878–81. http://dx.doi.org/10.22214/ijraset.2021.35440.

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Information and Communication Technologies (ICTs) are commonly using in healthcare organizations worldwide. There are different kinds of healthcare applications developed in android Smartphone’s which help patients and their caregivers to reduce time and cost efficiency. Hospitals are the largest and most complex organizations where health care is provided. Safe and effective patient care services in hospitals depend on the efficient decisions made by hospital executives. The main task of hospital executives is to ensure the hospital can provide high quality patient care and services. This Android application used for displaying hospital performance metrics on a daily basis. This application allows hospital executives to review and monitor hospital operational data with ease of access and in a portable manner. Thus, reducing the effort of the hospital executives to perform their tasks. In this research work, an application is developed that locates the nearest hospital. The System is designed for Any Hospital to replace their existing manual, paper-based system. The new system is to control the following information; List of Hospitals, bed availability, Book Appointment, List of Doctors, Facilities and Book Ambulance. With the help of this application, a patient can find the nearest hospital according to specialized consultant availability.

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Abdul Rahman, Alaa Habib, and Nazem Jawad Al Zaidi. "A Study on the Reluctance of Citizens to Conduct Operations in Governmental Hospitals and Conducting them in the Private Sector." Iraqi Administrative Sciences Journal 2, no. 1 (March 30, 2018): 366–96. http://dx.doi.org/10.33013/iqasj.v2n1y2018.pp366-396.

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This research aims to study the reasons for the reluctance of citizens from having surgical operations in governmental hospitals and their desire to go to hospitals in the private sector. To know the causes and their analysis, a number of private hospitals operating in Baghdad in both Karkh and Rusafa has been selected as follows: Rusafa: Jarrah Hospital, Hayat Al Rahibat Hospital, Mostanserya Hospital. Bunuk Hospital, Rahibat Hospital, Dijlah Hospital, Firdos Rahibat Hospital, Baghdad Hospital. Karkh: Meserra Hospital, Dhergham Hospital, Kadhumya Hospital. Patients who had various surgeries were interviewed, and their views and opinions were taken via a checklist which has been prepared for this purpose. 65 patients were reached, statistical data were processed through calculation frequencies, means, and percentages to know the answers of the sample of patients about the reasons of their reluctance. A set of conclusions were reached, among which: The citizens felt weakness in the performance and responsiveness of staffs in governmental hospitals, the surgeons behavior in private hospitals was more appropriate, respectful, and humane than that in governmental hospitals, the private hospital staff can better handle the patients' emotions.

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Silva, Carlos Eduardo Gomes Da. "Dimensionamento do quadro de pessoal do hospital municipal, Ambulatório e UPA do Município de Araguaína – TO." Revista Científica Multidisciplinar Núcleo do Conhecimento 01, no. 11 (November 29, 2019): 145–67. http://dx.doi.org/10.32749/nucleodoconhecimento.com.br/saude/hospital-municipal.

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Rivers, Patrick Asubonteng, and Sejong Bae. "The Relationship between Hospital Characteristics and the Cost of Hospital Care." Health Services Management Research 13, no. 4 (November 2000): 256–63. http://dx.doi.org/10.1177/095148480001300406.

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This article examines the relationship between hospital characteristics and costs of hospital care, using the 1991 American Hospital Association Annual Survey of Hospitals. The results discussed herein have implications for hospital executives, researchers and policymakers.

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Hasani, Abdolmotalleb, Saeed Barzegari, Marjan Ghazisaeedi, Fatemeh Askarian, AliAsghar Jesmi, and HamidrezaSadeghi Gandomani. "Hospital information system acceptance among the educational hospitals." Journal of Nursing and Midwifery Sciences 7, no. 3 (2020): 186. http://dx.doi.org/10.4103/jnms.jnms_8_20.

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McQuoid-Mason, David. "Hospital-acquired infections - when are hospitals legally liable?" South African Medical Journal 102, no. 6 (April 12, 2012): 353. http://dx.doi.org/10.7196/samj.5664.

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Ringel, Edward. "Changes in Hospital–Physician Affiliations in U.S. Hospitals." Annals of Internal Medicine 168, no. 2 (January 16, 2018): 156. http://dx.doi.org/10.7326/l17-0683.

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Ertle, Alan R. "Changes in Hospital–Physician Affiliations in U.S. Hospitals." Annals of Internal Medicine 168, no. 2 (January 16, 2018): 155. http://dx.doi.org/10.7326/l17-0684.

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Bedsole, Russell L. "Changes in Hospital–Physician Affiliations in U.S. Hospitals." Annals of Internal Medicine 168, no. 2 (January 16, 2018): 155. http://dx.doi.org/10.7326/l17-0685.

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Scott, Kirstin W., E. John Orav, David M. Cutler, and Ashish K. Jha. "Changes in Hospital–Physician Affiliations in U.S. Hospitals." Annals of Internal Medicine 168, no. 2 (January 16, 2018): 156. http://dx.doi.org/10.7326/l17-0686.

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Żuk, Anna, Agnieszka Pleskacz, Włodzimierz Bialik, and Robert Janiec. "The functioning of hospital laboratories in chosen hospitals." Annales Academiae Medicae Silesiensis 69 (2015): 8–13. http://dx.doi.org/10.18794/aams/26183.

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Bartenfeld, Michael T., Stephanie E. Griese, Steven E. Krug, Joanne Andreadis, and Georgina Peacock. "Establishing a Hospital Response Network Among Children's Hospitals." Health Security 15, no. 1 (February 2017): 118–22. http://dx.doi.org/10.1089/hs.2016.0065.

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Hughes, Vergie. "The Baby-Friendly Hospital Initiative in US Hospitals." ICAN: Infant, Child, & Adolescent Nutrition 7, no. 4 (July 20, 2015): 182–87. http://dx.doi.org/10.1177/1941406415592671.

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Longo, Daniel R., John E. Hewett, Bin Ge, and Shari Schubert. "Hospital Patient Safety: Characteristics of Best-Performing Hospitals." Journal of Healthcare Management 52, no. 3 (May 2007): 188–204. http://dx.doi.org/10.1097/00115514-200705000-00009.

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Sherwillnavarro, Pamela, and Karen L. Roth. "Magnet Hospitals/Magnetic Libraries-The Hospital Medical Library." Journal of Hospital Librarianship 7, no. 3 (October 12, 2007): 21–31. http://dx.doi.org/10.1300/j186v07n03_04.

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Lemieux-Charles, Louise, and Peggy Leatt. "Hospital-Physician Integration: Case Studies of Community Hospitals." Health Services Management Research 5, no. 2 (July 1992): 82–98. http://dx.doi.org/10.1177/095148489200500201.

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Hospitals are attempting more meaningfully to involve physicians in management as one approach to increasing the efficiency and effectiveness of their operations. The purpose of this research was to explore the relationship between the structure of the medical staff organization, the extent to which physicians are integrated into hospital decision making and the hospital's financial performance. A measure of hospital-physician integration was developed based on Alexander et al's (1986) dimensions of hospital-physician integration which were based on Scott's (1982) organizational models, ie, autonomous, heteronomous and conjoint. A multiple case study design, which comprised eight community non-teaching hospitals over 200 beds located in the Province of Ontario, Canada, was used to examine the relationship between variables. Study results suggest that there is variation among community hospitals on both contextual and organization factors. Hospitals with high levels of hospital-physician integration were located in highly populated areas, had formulated and implemented a strategic plan, had highly structured medical staff organizations, and had no budgetary deficit. In contrast, hospitals with moderate or low levels of integration were more likely to be located in lowly populated areas, had little planning activity, had a moderately structured medical staff organization, and had deficit budgeting. Suggested areas for future research include examining the role of the Board of Trustees in determining physicians' organizational roles and identifying differences in commitments, characteristics, and motivations of physicians working in rural versus urban hospitals and their impact on integrative strategies.

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