performance management and patient safety

... center, clear and always available communications between doctors, maintenance staff, patients’ families, and other emergency medical per- sonnel was critical for quality care of patients. The ... one of the few landowners in the search area not directly controlled by the University system. US CELLULAR HELPS UNIVERSITY OF WISCONSIN HOSPITAL IMPROVE COMMUNICATIONS AND PATIENT SAFETY CASE STUDY CASE ... ago, University of Wisconsin Hospital and Clinics in Madison, Wisconsin faced a problem—doctors and staff were frustrated with poor wire- less communications in and around the two million square...

... Coordinator, Food Safety Unit, Division of Food and Nutrition, World Health Organization, CH-1211 Geneva 27 Switzerland Mr. Gregory D. Orriss, Chief, Food Quality and Standards Service, Food and Nutrition ... Member's food safety measures are considered justified and in accordance with the provisions of the SPS Agreement if they are based on Codex standards and related texts. While the adoption and application ... strategy and implementation plan to address the following recommendations. Recommendations 8.3.1 The standards, processes and procedures relating to biological hazards and contained within Codex standards...

... tests 27 Table of contents 4  Health literacy and patient safety: Help patients understand Health literacy and patient safety: Help patients understand Manual for clinicians Second edition Author: ... interaction and communication between patients and practice staff. 43 20  Health literacy and patient safety: Help patients understand American Medical Association Foundation and American ... Health literacy and patient safety: Help patients understand Improving interpersonal communication with patients 28 • Communication and malpractice lawsuits 28 • Communication and medical outcomes...

... some share of the bandwidth, which typically makes this setup the preferred queuing method. 3 ○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○ Security and Performance Management Standard and Extended IP ... issue the show accounting IOS command. 21 ○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○ Security and Performance Management Let’s consider the example of sending IP, IPX, and AppleTalk in relation to cus- tom ... queues—high, medium, normal, and low. Answers a, b, and c are incorrect, because 16 is the correct answer. 9 ○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○ Security and Performance Management The example...

... Medical Liability System, and Incentives for Patient Safety Improvement Michelle M. Mello, David M. Studdert, Eric J. Thomas, Catherine S. Yoon, and Troyen A. Brennan* Patient safety advocates argue ... eds. (2001) Lessons in Patient Safety. Chicago, IL: National Patient Safety Foundation. 7. Weeks, W. B., & J. P. Bagian (2003) “Making the Business Case for Patient Safety. 29 Joint Commission ... insureds) and based on a limited number of safety- related criteria. To create strong financial incentives for hospitals, such schemes need to expand their purchaser and patient base significantly and select...

... intraoperative vari- ables, and 30-day postoperative mortality and morbidity outcomes for patients undergoing major sur- gical procedures in both inpatient and outpatient settings. These data are ... industry, and even some medical device companies that made anesthesia equipment. 1268 Pearlman Patient Safety in Obstetrics and Gynecology OBSTETRICS & GYNECOLOGY Current Commentaries Patient Safety ... im- proved outcomes and reduced liabil- ity costs through a concerted patient safety effort. The author proposes changes in four areas to specifically address patient safety in obstetrics and gynecology,...

... that competency models and performance standards like those described above help managers and employees identify and address development needs. Obviously, any performance standards that are not ... Human Performance Management Q 27 Performance Management Training Topics Q Philosophy and uses of the system. Q Description of the rating process. Q Roles and responsibilities of employees and ... per- formance management and pay delivery; and (5) implementing the system. The paper presents best practice-based, easy to understand, nuts -and- bolts approaches for developing and implementing performance...

... risk management, residual risks, review processes, and lessons learned. Risk Management in Theory and Practice 71 Concerns About Performance Three GAO reports speak to concerns about BSC performance. ... process and the Army’s own selection of risk -management tools and look for opportunities to enhance the performance of CSS contracts. Caveats on data availabil- ity and ex-post evidence notwithstanding, ... Operations was formerly known as Brown and Root Services. KBR stands for 20 Risk Management and Performance in the Balkans Support Contract contractor and its employees with various types of...

...  theutilizationofavailableresources(NIST,2008).  3.1Customer and marketknowledge Theprocesstounderstandtheneeds and expectationsofcurrent and futurecustomers and markets(i.e.,theprocesstounderstandthevoice ofthecustomer and market)(NIST,2008).  3.2Customer relationships and satisfaction Theprocesstoestablishcustomerrelationships, and toascertain customersatisfaction and dissatisfactioninordertoretainthecurrent customers, and acquirenewcustomers and newmarkets(NIST,2008).  4.1 Performance analysis,review and improvement Effectiveselection and useoffinancial and non‐financialdata and informationtoanalyze,review, and improveorganizational performance withaviewtowardachievingstrategicobjectives and topreparefor unexpectedorganizationalorexternalchanges(NIST,2008).  4.2Data and knowledge management  Thedevelopment and management ofknowledgeassets(e.g.,allsortsof data,information,software and hardware)toimproveorganization efficiency and effectiveness(NIST,2008).  5.1Workforce engagement Themechanismthatengages,develops, and assessesanorganization’s workforcetofosterhighemployee performance and toenable and encourageemployeestocontributetotheachievementofstrategic objectives and organizationalsustainability(NIST,2008). Continued    13  Figure5:TheBPM‐MBNQAconceptualframework Time Transition BPMProgram MBNQAInitiative MBNQAProgram Leadership Customer and MarketFocus StrategicPlanning Process Management WorkforceFocus Results Measurement,Analysis, and Knowledge Management Strategy Development Business Intelligence Performance Analysis, Review, and Improvement Performance Monitoring ActionPlan CompetitiveAdvantage Innovation Results (SameasMBNQA Results)       33  (1999), and Samson and Terziovski(1999)usedtheBaldrigeframeworktostudythequalityof manufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995; Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001; Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier, 2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal., 2008), and highereducation(Winn&Cameron,1998). NumerousstudieshaveinvestigatedthelinkagesimpliedintheMalcolmBaldrige NationalQualityAwardframework.MostofthesestudiesusedtheMBNQAframeworks releasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies. First,theMBNQAframeworks(differentversionsoftheMBNQAframework)weretestedatthe categorylevelonly.Second,theMBNQAframeworksspecifieddirectionofcausefromone directionbyusingunidirectionalarrowsbasedonthegeneralpropositionthatleadershipdrives thesystemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson& Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywere representedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)tested therelationshipsin1995MBNQAframework and portrayedtherelationshipsinarecursive causalmodel.TheypositedthattheBaldrigequalityexpertsdidnotfollowtheirgeneraltheory indefiningthespecific performance relationshipsbetweenthecriteriacategories.Wilson and CollieralsoarguedthattheBaldrigequalityexpertsdefaultedtothepremisethateverythingis relatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined. 18  Table2:Continued Constructs ...  theutilizationofavailableresources(NIST,2008).  3.1Customer and marketknowledge Theprocesstounderstandtheneeds and expectationsofcurrent and futurecustomers and markets(i.e.,theprocesstounderstandthevoice ofthecustomer and market)(NIST,2008).  3.2Customer relationships and satisfaction Theprocesstoestablishcustomerrelationships, and toascertain customersatisfaction and dissatisfactioninordertoretainthecurrent customers, and acquirenewcustomers and newmarkets(NIST,2008).  4.1 Performance analysis,review and improvement Effectiveselection and useoffinancial and non‐financialdata and informationtoanalyze,review, and improveorganizational performance withaviewtowardachievingstrategicobjectives and topreparefor unexpectedorganizationalorexternalchanges(NIST,2008).  4.2Data and knowledge management  Thedevelopment and management ofknowledgeassets(e.g.,allsortsof data,information,software and hardware)toimproveorganization efficiency and effectiveness(NIST,2008).  5.1Workforce engagement Themechanismthatengages,develops, and assessesanorganization’s workforcetofosterhighemployee performance and toenable and encourageemployeestocontributetotheachievementofstrategic objectives and organizationalsustainability(NIST,2008). Continued    13  Figure5:TheBPM‐MBNQAconceptualframework Time Transition BPMProgram MBNQAInitiative MBNQAProgram Leadership Customer and MarketFocus StrategicPlanning Process Management WorkforceFocus Results Measurement,Analysis, and Knowledge Management Strategy Development Business Intelligence Performance Analysis, Review, and Improvement Performance Monitoring ActionPlan CompetitiveAdvantage Innovation Results (SameasMBNQA Results)       33  (1999), and Samson and Terziovski(1999)usedtheBaldrigeframeworktostudythequalityof manufacturingfirmsinAustralia and NewZealand.Variousstudieshaveused,extended and testedthisframeworkinseveralindustriesincludingmanufacturing(Handfield&Ghosh,1995; Dowetal.,1999;Samson&Terziovski,1999;Wilson&Collier,2000;Flynn&Saladin,2001; Prajogo,2005),service(Prajogo,2005),healthcare(Prybutok&Spink,1999;Meyer&Collier, 2001),government(Pannirselvametal.,1998;Pannirselvam&Ferguson,2001;Prybutoketal., 2008), and highereducation(Winn&Cameron,1998). NumerousstudieshaveinvestigatedthelinkagesimpliedintheMalcolmBaldrige NationalQualityAwardframework.MostofthesestudiesusedtheMBNQAframeworks releasedpriorto2000(Prybutoketal.,2008).Therearetwosalientfeaturesofthesestudies. First,theMBNQAframeworks(differentversionsoftheMBNQAframework)weretestedatthe categorylevelonly.Second,theMBNQAframeworksspecifieddirectionofcausefromone directionbyusingunidirectionalarrowsbasedonthegeneralpropositionthatleadershipdrives thesystemthatcreatesresults(e.g.,Dowetal.,1999;Prybutok&Spink,1999;Samson& Terziovski,1999;Wilson&Collier,2000;Meyer&Collier,2001).Therefore,theywere representedasrecursivemodels(Byrne,1998).Forinstance,Wilson and Collier(2000)tested therelationshipsin1995MBNQAframework and portrayedtherelationshipsinarecursive causalmodel.TheypositedthattheBaldrigequalityexpertsdidnotfollowtheirgeneraltheory indefiningthespecific performance relationshipsbetweenthecriteriacategories.Wilson and CollieralsoarguedthattheBaldrigequalityexpertsdefaultedtothepremisethateverythingis relatedtoeverythingelsebecausetheyhadnoideahowthesespecific performance relationships and directionsofcausationshouldbedefined. 18  Table2:Continued Constructs ... Morethan100yearsold.Focusesonbusinessconsulting,systems integration, and managedservices.ServesGlobal2000 and midsize companies,governmentagencies, and otherorganizationsintheU.S. and aroundtheworld.Majorservicesincludecustomerrelationship management, enterpriseresourceplanning,key performance indicator (KPI)development,information management, performance management, enterprisestrategydevelopment and transformation, and informationtechnology(IT)strategydevelopment and transformation,amongothers(BPMM,2005). BPMPartnersInc....

... permission. Strategy implementation: The relationship between integrated project management, knowledge manage Cholip, Robert ProQuest Dissertations and Theses; 2008; ProQuest Central pg. n/a Reproduced with permission...

... Management Business Process Management Corporate Performance Management Corporate Performance Management Business Service Management Business Service Management Business Activity Monitoring Business ... address needs and functionality identified in several market categories, including:  Business Performance Management  Enterprise Performance Management  Corporate Performance Management  ... threats, and regulatory pressures  See, understand, and use business information to adapt their business processes and IT infrastructure to optimize business performance Business performance management...

... Understanding Business Performance Management 23  Workplace™ capabilities for business performance management visualization and collaboration  Business services management for consolidated and ... Proactive monitoring and business alerts  User-customized analytics and reporting of On Demand business and IT performance information  Industry-specific business performance management solutions ... process control and adaptive performance management  Information management for analytics and reporting  A common event infrastructure for event-driven management of business and IT operations Infrastructure...

... Monitor. The monitor process enables administrators and managers to access performance data and view the status of resources and business processes and performance data in real-time. The model-driven ... campaign and risk management, customer sales and service, and supply chain management. At the same time, to remain competitive, the company must evolve to more of a real-time operating and decision ... because of performance and high processing costs. 2.4 Business intelligence: The evolution A BI system enables businesses to analyze and manage business performance through the access and use...