The Preferred Format For Clinical Health Information

The preferred format for clinical health information is Health Level Seven (HL7) Clinical Document Architecture (CDA) for both Personal Health Record (PHR) and Electronic Medical Record (EMR). It is XML-based format identifies the encoding, configuration, and semantics of a clinical file. Blue Button+ Direct implementation ensures ease of transmission of medical records to a third party by the health care provider or patient. Direct uses SMTP, S/MIME, and X.509 licenses to maintain security, data reliability, privacy and verification of sender and receiver. Additionally, it meets the requirements for Meaningful Use (MU) Stage 2 of View, Download, and Transmit (VDT) that is required for certified electronic medical record (EMR)†¦show more content†¦PHRs can contain medical information from the patient, whereas an EHR contains medical records, medical history, patient demographics, medications, vital and weight, and diagnosis. Some PHRs are obtainable by covered entities under the Health Insurance Portability and Accountability Act (HIPAA) Privacy Rule. The HIPAA Privacy Rule applies to these types of PHRs. However, in the cases where PHRs are not offered by HIPAA covered entity, it becomes the responsibility of the PHR vendor to establish privacy policies and follow any laws that may apply protecting the data in the PHR (HHS, 2003). HIPAA covered entities are regulated by the Privacy Rule on how they access the PHR to enter health information. Furthermore the Privacy Rule oversees the use and disclosure of an individual’s protected health information (PHI) and EHR, gives individuals certain rights to their health information, and requires the cover entity to appropriately safeguard health information. Covered entities may hire a third party entity, as a business associate, to administer the PHR and its related tasks. The covered entity must ensure that the information will be appropriately safegu arded by the business associate through a contract or agreement. The business associate nor the covered entity can release information for any

Summary Of Great Expectations - 1612 Words

Kaylee-Anna Jayaweera Mr. DiGiulio Honors Freshmen English 7 November 2014 Life by Chance, Gentleman by Choice In this novel, Great Expectations by Charles Dickens, Pip is a common boy whose expectations arise once he encounters an immensely â€Å"rich and grim lady† (Dickens 56) who appears as a â€Å"wax-work and skeleton seem(ing) to have dark eyes that only moved (to) look at (Pip)† (57). This first simple encounter sparks a collection of decisions and manipulations that kickoff the plot to the story. This all pulls to the theme that life is a pure game of chance –just as cards are to the game of poker - it is how you take advantage of those opportunities that define your character. This benefit of chance can be seen through the view of Pip and Miss Havisham due to their differences in social rising, ambitions, respect for the world around them, and their actions towards each other. Pips social rising is one of great luck and coincidence, but can be most credited to the hard work of the one and only Abel Magwitch (Provis/Mr.Campbell). This can be seen when Pip encounters Magwitch for the second time and realizes he is his benefactor, Magwitch states, â€Å"As I giv you to understand just now, I m famous for it. It was the money left me, and the gains of the first few year wot I sent home to Mr. Jaggers—all for you—when he first come arter you, agreeable to my letter (345). This identifies the fact that Magwitch has spent his whole life earning money for Pip so he may prosper inShow MoreRelatedSummary Of Great Expectations Notes 1905 Words   |  8 PagesJoseph Slovick Mr. Alsedek 535-02 1 February 2016 Great Expectations Notes Chapters 1-3: The narrator introduces himself as Philip Pirrip, or ‘Pip’ for short; the man in question effectively gave himself this name when he could not pronounce his real name as an infant, managing only Pip. 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In this lesson, we will discuss some teaching strategies for teaching EBD students. !!!Lesson Summary http://education.cu-portland.edu/blog/teaching-strategies/5-tips-for-handling-ebd-k !!!The Student with Emotional and Behavioral Disorders in the Classroom As teachers, we likely notice that students with __Emotional and Behavioral Disorders (EBD)__ find it difficult to control

Organizational Structure in White Memorial Hospital †Free Samples

Question: Discuss about the Organizational Structure in White Memorial Hospital. Answer: Introduction Organizational structures define the way tasks in an organization are allocated and organized within the hospital. Lim (2017) suggests that it defines the management pattern in the organization highlighting different levels of hierarchy in the organization and the relationship between each of them. This structure is used in most organizations but it carries strengths and limitations. Organizational Structure in White Memorial Hospital One strength of the structure is that it allows for specialization where people with similar skills and roles are grouped thus improving efficiency and performance. Such employees hone themselves thus leading to an in-depth knowledge and skill development (Ahmady, Mehrpour, Nikooravesh, 2016). Healthcare professional are allowed to specialize in one area of the healthcare system and perfect their skills thus making them better. The hospital reaps these benefits through increased service delivery that is realized in the number of satisfied patients. Productivity is increased since the health professional work in functional specialized areas. For example, each professional with particular specialization is paired with a colleague in the same area to improve results since they can consult on issues (Johatch, 2014). When healthcare organizations use efficiency as a strategy for their output, the benefits are increased patient handling time which in turn leads to customer satisfaction and increased productivity. The functional nature of the structure allows communication from one level of the organization to another. Since subordinates report to their superiors, it makes it easy for communication to flow from one level of the organization to another (Rabbinz, 2012). Further, departmental communication in functional units is easy since employees understand each other and the specialization language that they use to communicate with each other. Weber believed that when the structure is organized in a bureaucratic structure, it becomes easy to manage communication since the chain of command is a straight line that allows easy flow of communication. Another strength that the structure presents to the organization is balancing workload between different departments in the organization. By grouping similar tasks, the facility can balance work between different departments by ensuring that those with similar tasks work to achieve the best results (Lim, 2017). For example, when nurses coordinate themselves, they can distribute tasks amongst themselves thus making it easy for them to achieve the required targets. When employees are organized in functional groups, workload are also organized along that line in the hospital thus creating an easy flow of tasks between departments in the facility. However, the functional approach has management challenges since it is a rigid way of managing the organization. Too much bureaucracy creates bottlenecks that make it difficult for the organization to manage organizational change (Corkindale, 2011). There is also the challenge of coordinating the departments since despite the fact that employees are grouped in functional units, they observe a chain of command that makes it difficult to coordinate different. Bottlenecks are part of the rigid nature of the structure since they delay decision making (Bai, Feng, Feng, 2016). In turn this whole process delays decision making since consultations have to be made. The structure has been criticized for failing to work in emergency situations. Hospitals like White Memorial Hospital handle different levels of emergency especially as the upgrade takes place. Such situations call for the health profession in charge to make life saving decisions based on professional standards without having to consult higher authority (Bai, Feng, Feng, 2016). The nature of the structure and mode of operation denies such opportunities to practitioners since they have to follow the right channel of command and ensure that they seek approval from their supervisors before making a decision that they were sure it was right. Therefore, the traditional structure delays critical decision making without giving a damn on the magnitude of the situation that the junior employee is facing. The individual decision making in this form of organization is limited since practitioners have to rely on decisions that come from above them. Since the chain of command is what is used to drive organizational activities, each line supervisor makes the decision through seeking authority from above (Ghorbani, Noghabi, Nikoukar, 2011). The rigidness of the structure does not allow healthcare professional to improvise solutions that may apply to situations that they are handling but rather they rely on superior decisions which may delay action. The Importance of Vision, Mission and Goals to the Hospital The mission statement of an organization defines the purpose that the organization exists for through defining the direction that the organization takes. In the case of White Memorial Hospital, the mission statement defines the role that each plays towards realizing the intended goal that the hospital exists for. Through the statement to provide quality, every employee in the hospital understands that quality defines every activity that they engage in and determines the way they relate with patients and how their needs are met (Corkindale, 2011). Through the mission customers understand how the organization aims to serve them. They may sometimes include values that the organization also exists for. Through values, the mission aligns employees with the organizational structure of the organization by determining how decisions are made. The vision of the hospital further describes the purpose by defining what the hospital seeks to look like in future. Latif, Baloch, Khan (2010) suggest that it gives direction for employee behavior and provides them with the required aspiration when handling clients. It gives a perspective of corporate values that are followed by employees for a given period which ranges between five to ten years. For example, the vision of the hospital is to provide care that responds to the changing needs of the community which is a focus in the future. Organizational goals are plans that the hospital seeks to achieve within a period. They exist as internal measures that the organization uses to gauge its performance about other organizations. Goals are described as SMART since they need to be set within a given timeline after which they are reviewed to determine if they have been met or not (Maduenyi, Oke, Akintude, 2015). The role of goals in an organization is thus providing focus to employees on the priorities that they need to set within the healthcare facility. For example, for the case of White Memorial Hospital the goal is to develop high performing multidisciplinary teams within the specialist services to provide high-quality services. Employees within the hospital have to prioritize their projects and activities that they engage in to determine how they relate and affect the hospital goal. The Matrix Organization structure Another structure that can work well for the hospital is the matric structure which groups employees based on both function and product. This structure allows teams of employees to work to accomplish a task by taking advantage of different strengths of decentralization forms (Laslo Goldberg, 2008). For example, in a healthcare setting, a doctor cannot work alone without the support of other practitioners like nurses and physicians who run other processes that lead to the doctors room. Since hospitals like White Memorial Hospital receive patients in different conditions, a rigid structure may not work well since patients have to be attended to sometimes base on the need. As such this structure offers the best environment for healthcare teams to organize themselves according to available tasks and the personnel within the facility thus achieving better results in the healthcare system. One advantage that this structure presents is the reduction of the rigidness of the traditional functional structure. Under the matrix, decision making is simplified and innovation can be achieved since groups are organized along task that exist (Galbraith, 2008). The structure allows rapid creation of large-scale project structures is easy and tasks can be completed in a much faster rate as compared to other structures. Further, Tran Tian (2013) adds that the structure allows the hospital management to integrate project objectives with functional objectives of the organization. As the teams work, they establish their own objectives that are aligned towards the functional needs of the organization. Each team is independent and exists to achieve the short term objective that has been set. In every matrix group, employees come and organize tasks using the available resources to meet organizational goals. Once the goal has been met, the team can break up or they can continue existing for future projects. When teams are organized along the matrix system, they are motivated with a sense of high morale and team spirit. The structure creates an element of teamwork that allows employees to work with each other for a specific task (Bai, Feng, Feng, 2016). Unlike in the case of the functional structure where employees are organized in functional specialized groups, here employees form working teams that have the best brains fitting the job description. However, the structure has been criticized as increasing complexity in the organization through creating lower structures that need to be managed. This may be termed a two boss problem which makes managing of team difficult (Elsaid, Okasha, Abdelghaly, 2013). Top managers will have a hard time managing the whole organization and smaller teams that exist at the lower matrix level. Conclusion The organizational structure used by an organization determines the way tasks are organized and shared in the hospital. The traditional functional structure has strengths that can be applied to improve service delivery and productivity in the facility. However, the weaknesses of the structure make it difficult for individual decision making since they have to rely on upper management to pass the decision down the structure. With this structure the hospital can align its mission, vision and goals based on the structure in the organization to increase productivity, service delivery and customer satisfaction. References Ahmady, G. A., Mehrpour, M., Nikooravesh, A. (2016). Organizational Structure. 3rd International Conference on New Challenges in Management and Organization: Organization and Leadership, (pp. 455-462). Dubai. Bai, W., Feng, Y., Feng, L. (2016). Organizational Structure, Cross-Functional Integration and Performance of New Product Development Team. 13th Global Congress on Manufacturing and Management, (pp. 621 629 ). Corkindale, G. (2011, February 11). The Importance of Organizational Design and Structure. Havard Business Rerview. Elsaid, N. M., Okasha, A. E., Abdelghaly, b. A. (2013). Defining and Solving the Organizational Structure Problems to Improve The Perfoamance of the State for Environmental Affairs. International Journal of Scientific and Research Publication, 3(10). Galbraith, J. (2008). Designing Matrix Organizations That Actually Work: How IBM, Procter Gamble and Others Design for Success. San Francisco, Jo: Jossey Bass. Galbraith, J. R. (2008). Designing Matrix Organizations That Actually Work: How IBM, Procter Gamble and Others Design for Success. Jossey-Bass. Ghorbani, M., Noghabi, J. T., Nikoukar, M. (2011). Relationship Between Organizational Structure Dimensions and Knowledge Management (KM) in Health Organization. World Applied Sciences Journal, 12(11), 2032-2040. Jacobides., M. G. (2007). The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18(3), 455-477. Johatch, M. (2014). Organization theory. Mehban publications. Laslo, X., Goldberg, A. (2008). Resource allocation under uncertainty in a multi-Project Matrix environment: Is organisational conflict inevitable? International Journal of Project Management, 26, 144-156. Latif, K. I., Baloch, Q. B., Khan, M. N. (2010). Structure, Corporate Strategy and the Overall Effectiveness of the Organization. Abasyn Journal of Social Sciences, 5(2). Lim, M. (2017). Examining the literature on organizational structure and success. College Mirror, 43(1), 16-18. Maduenyi, S., Oke, A. O., Akintude, M. (2015). Impact of Organizational Structure on Organization Performance. International Conference on African Developmental Issues, (pp. 354-359). Rabbinz, S. (2012). The basics of organizational management. Cultural research office. Tran, Q., Tian, Y. (2013). Organizational Structure: Influencing Factors and Impact ON a Firm. American Journal of Industrial and Business Management, 3, 229-236.

Kodak Company SWOT Analysis

Introduction Kodak Company was founded by George Eastman 133 years ago. It replaced the glass photographic plates with a roll of film that was simple to use. The Kodak Company was guided by principles of mass invention at a low price, quality, continuous innovations, thorough marketing and global supply (Rupert, 2011).Advertising We will write a custom essay sample on Kodak Company SWOT Analysis specifically for you for only $16.05 $11/page Learn More Eastman worked hard towards firm establishment of the company by coming up with the operation strategies and business guiding principle which was, â€Å"nothing is more important than the value of our name and the quality it stands for† (Gavetti, Henderson Giorgi, 2005). This was a strong pillar which Kodak Company has been standing on and has seen its success through marketing of quality products. By 1963, Kodak company had became the industry standard and by 1981, it had invented other products su ch as cameras, medical imaging and graphical arts which made the profits to rise to US$10bn in 1981 (Gavetti, Henderson Giorgi, 2005). Kodak operates in three segments; digital and film imaging segment which provides customer oriented traditional and digital products as well as photographic services, health segment which provides analogue products such as chemicals, processing equipments, medical films and digital products. Graphic communication segment manufactures inkjet printers, document scanners and digital image systems. All the products were aimed at the commercial print market (Gavetti, Henderson Giorgi, 2005). This paper will assess what went wrong in the Kodak company that led to it’s under performance to appoint of filing for bankruptcy protection. The evaluation will concentrate on the Kodak case study based on article â€Å"Kodak falls in the creative destruction of digital† (Rupert, 2011). The paper will give an analysis of what affected the Kodak Compa ny by considering the political, economic, social and technological factors. The paper will conduct the SWOT analysis so as to determine the current state of the company as well as the opportunities that the company can venture into in order to expand both locally and internationally.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More What went wrong? For years Kodak Company had dominated in photography industry but it has not managed to stay at the top due to the current market trends. It failed to invent its own innovations of digital cameras which are dominating in the market today. Kodak stocks have continued to fall for the last ten years by 95% and it has continued to be listed low as it shares traded at $47 (Gavetti, Henderson Giorgi, 2005). The company has experienced losses for the last three years with the latest been $222 million in the third quarter of 2011. It failed to invest in digital market and instead focused on traditional film and clinical supplies. It also ventured into printers where it ranks fifth among the major suppliers with a 2.6% market share. Kodak was the first company to invent digital camera but it failed to invent in its innovations which made it to succumb to the digital revolution. This made its products lack market and was overtaken by other companies. Kodak failed in innovating digital cameras and assumed that people would continue to print photos (Gavetti, Henderson Giorgi, 2005). Kodak Company failed in its strategic planning when it failed to research on the current market opportunities and customers’ needs. Instead it reinvented in manufacturing of printers in order to â€Å"capitalise on its reputation as the best company for film printing†. This was due to lack of creativity and flexibility of its executives to move with the current market demand. They feared that the digital cameras would overtake their main pro duct that is, chemicals. This has left the company with no option but to file for bankruptcy protection. Today Kodak’s company assets are worth $5.1bn while its debts totals are $6.8bn thus the company is already operating at a loss.Advertising We will write a custom essay sample on Kodak Company SWOT Analysis specifically for you for only $16.05 $11/page Learn More The Kodak competitors invested in the digital cameras and even advanced in technology such that Kodak’s digital cameras were as not as good as for competitors. This made the company lose its reputation as the best one in the photography industry (Gavetti, Henderson Giorgi, 2005). Though Kodak had enough staff, it failed to invest and uphold technology thus it is to be blamed for its own down fall. It was â€Å"unable to adopt transition into the 21st century† because it was caught up in storms of technology, economic and social change. Today, people have resulted to use of cell phones in taking photos and videos. Many mobile phones have a 5-megapixel resolution which has dominated the market by becoming the key factor in customers’ decision making. The society has changed from using photos for personal memories to photo sharing through social networking (Guardian, 2011). PESTEL Analysis Political Kodak was impacted by some political issues concerning the organisational change. The US copyright law has put in place strict rules that hinder photo printing and their sales. The law states that all photo businesses should not print or release digital images without a copyright release. This has hindered the Kodak Company which specialises in photography more than digital images from thriving because images taken by amateur photographers may not have their professional images in print. This affects Kodak which embarked on photo printing to maintain its reputation (Gavetti, Henderson Giorgi, 2005). Economic Kodak has faced increased competition d ue to an increase in the number of substitute products Such as smart phones and Iphones. Other factors that determine competition level include the presence of global distribution system, prices charged on various products and facilities and any other innovation that may come into the industry. Over the years, the photo and image industry has been undergoing a considerable change. This has been due to increase in competition internationally and the change toward global supply sequence. The end users play a major task in terms of choice of suppliers and in decision making of products which is changing from being operational to being strategic (Tan Tiong, 2005).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, increasing demand for digital cameras caused a decline in traditional film camera sales in 2002. Also photo prints made out of traditional films reduced by 700,000. Digital camera sales dominated the market due to its declined prices which made it more affordable for the consumers. This resulted in high demand for digital cameras thus Kodak had no market for its products. The world is under recession out of the financial crisis which hit it at the end of 2007 (Campbell Craig, 2005). This affected most industries especially those who were not stable financially for example, Kodak since the more economically developed a nation can be, the more helpful it is in making the industry to achieve its objectives behind attaining direct marketing (Tan Tiong, 2005) Social change Lifestyle trends and consumer preferences affect the business’s performance. For instance, men have been shown to purchase digital cameras more than women. To ensure that all customers are satisf ied, the company has to provide extraordinary services that match with the society demands (Neild Carysforth, 2004). Consumers are using digital cameras to send images to electronic mail for social net working and thus Kodak Company should have moved with the social trend. This ensures that it is able to retain its customers and attract new ones. Kodak failed to move with the society change from traditional photos which were used for personal memories to digital images used for social networking. Kodak retained the tradition of printing photos while society has changed to storing digitally taken images on-screen viewing. The demographic composition changes with time and so the industry has to keep on revising its strategies to ensure that all customers are satisfied. For instance, the increased number of youths and teenagers are for digital cameras which the Kodak failed to invest in. This makes the company miss the rising market for digital cameras thus low revenues in return (Gri ffin, 2011). Technology The world is adopting technology in its processes of doing things. There is development of computers in different sectors of business (Campbell Craig, 2005). Imaging industry has not been left behind as it has come up with digital cameras. Kodak was the first to innovate the first digital camera but they failed to invent it because they feared it would not thrive. Technology is a critical aspect of the business environment for the industry. Use of internet has led to high demand for digital cameras. All the electronic companies are developing their own technologies with advance means for attracting global customers. This has posed a great competitive pressure on the electronic retail market and same on the retail companies such as Kodak (Gavetti, Henderson Giorgi, 2005). Internet has contributed greatly in making cameras communication devices as many people are using phones that have cameras. Technology development in cameras brought about increase in opera tional costs as it requires highly skilled staff for production of equipments and marketing. Kodak felt threatened with development of digital technologies because of its core chemical processing business. Kodak failed to venture into digital cameras and this has contributed greatly to its down fall (Gavetti, Henderson Giorgi, 2005). Environmental Environmental factors have also affected the performance of the Kodak Company. This is because the company has been affected by the green issues due to its production of chemicals that are a hazard to the environment. This has affected construction of digital products by the Kodak Company (Gavetti, Henderson Giorgi, 2005). Legal Joint-ventures have helped in the attempt to minimise its exposure in being a multinational company to the influences of national legal environments (Campbell Craig, 2005). SWOT  Analysis Strengths, weaknesses, opportunities and threats of Kodak Company. Strengths. Kodak Company had a strong foundation as it was the first company to invent digital cameras so it would be easy to invest in its own innovation (Campbell Craig, 2005). Kodak has a strong brand name and good reputation among customers for it has been in the market for long (Gavetti, Henderson Giorgi, 2005). It’s well known for quality products thus with innovation of digital cameras it can succeed (Gavetti, Henderson Giorgi, 2005). weaknesses Low profit margins due to lack of innovation in the current market trends of digital cameras which have led to Kodak making losses (Gavetti, Henderson Giorgi, 2005). Lack of a well thought future market strategy. Though they did invent the first digital camera, they failed to take risk and invent in it and instead have ventured to chemical processing (Guardian, 2011). The company is already bankrupt because its debts exceed its revenue so no banks can offer loans (Guardian 2011). Opportunities. Emerging international markets due to rise in leisure activities tha t require digital cameras such as holidays and social net working (Greiner, 1998) Increased economy development as demonstrated by rise in per capital income. This has led to many people willing to own a digital camera (Pahl Richter, 2009). Increasing technology advancements that still require research and innovation. Kodak can take advantage and invent more advanced digital cameras (Pahl Richter, 2009). Increased industrial development whereby imaging has become an important aspect in communication thus increasing market opportunities (Fine, 2009). Threats. Industry rivalries whereby companies disagree on the quality standards of products and services (Pahl Richter, 2009). Effects of economic recession of 2007(Pahl Richter, 2009). There is stiff competition in imaging industry thus Kodak must keep up to the market trend for example, entry of Fuji Company (Gavetti, Henderson Giorgi, 2005). Strong government regulations (Fine, 2009). Emergence of substitute products such a s smart phones (Fine, 2009). Conclusion Kodak Company had dominated in photography industry but it has not managed to stay at the top due to the current market trends. It failed to invent its own innovations of digital cameras which have dominated in the market today. This was caused by poor strategic planning for future market opportunities and poor management. Kodak Company also experienced storms of technology advancement in the industry because many companies developed superior digital cameras that made the Kodak digital cameras loss market. Political environment also contributed to the down fall of Kodak as it emphasised on regulations of printing images. Kodak failed to embrace the digital technology as society trends changed to digital images and social networking. Reference List Campbell, David J. Craig, Tom, 2005. Organisations and the business environment. Butterworth-Heinemann, UK, p 130-140. Fine G, 2009.The SWOT Analysis: Using Your Strength to Overcome Weaknesses , Using Opportunities to Overcome Threats. CreatSpace, New York, p163-185. Gavetti, G., Henderson, R. Giorgi, S, 2005. Kodak and the Digital Revolution (A), Harvard Business School, HBS Press, UK, p 222-228. Graetz, F. et al, 2002. Managing Organisational Change, John Wiley, UK, p 156-170. Greiner, L.E, 1998. Evolution and Revolution as Organisations Grow. Harvard Business Review, UK, p188-193. Griffin R, 2011. Fundamentals of management. Cengage Learning, London, p 233-38. (Rupert N, 2011).Kodak falls in the ‘creative destruction of the digital age’. Retrieved from www.guardian.co.uk. Neild, C Carysforth, C, 2004. BTEC First Business. Heineman, UK, p 74-89. Pahl, N Richter, A, 2009. SWOT Analysis- Idea, Methodology and a Practical Approach. Grin Verlag. London, p 106-130. Tan, V. Tiong, N.T, 2005. Change Management in Times of Economics Uncertainty, Singapore Management Review, First Half Vol. 27 Issue 1, p 88-103. This essay on Kodak Company SWOT Analysis was written and submitted by user Raegan Z. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.