Health Care Manager最新文献

{"title":"To Catch a Thief: Protecting Proprietary Information Including Trade Secrets From Corporate Espionage.","authors":"Clifford M Koen,&nbsp;Wm Brian London","doi":"10.1097/HCM.0000000000000283","DOIUrl":"https://doi.org/10.1097/HCM.0000000000000283","url":null,"abstract":"<p><p>Corporate espionage is a multifaceted problem causing hundreds of billions of dollars in losses to businesses each year. Health care managers have a wide variety of options available to prevent theft of their organizations' trade secrets and other proprietary information. Organizations should protect their confidential and trade secret information by taking various security measures to limit access to protected material and by using appropriate types of restrictive covenants such as nondisclosure, noncompetition, and nonsolicitation agreements. This article provides helpful guidance for managers to maximize protection against theft of proprietary information.</p>","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"331-342"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1097/HCM.0000000000000283","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40452050","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Operating Room Culture and Interprofessional Relations: Impact on Nurse's Retention.","authors":"Karine Laflamme,&nbsp;Annette Leibing,&nbsp;Mélanie Lavoie-Tremblay","doi":"10.1097/HCM.0000000000000280","DOIUrl":"https://doi.org/10.1097/HCM.0000000000000280","url":null,"abstract":"<p><p>The purpose of this article is to describe interprofessional relations in order to better understand their impact on nurse retention, while considering the operating room culture and its specific context. A focused ethnography was performed between September and October 2017 at a university hospital in an urban center in the province of Quebec, Canada. This was a secondary analysis of 11 nurses' semistructured one-on-one interviews. Additional data were collected through 6 days of observations, informal conversations, field notes, and a journal. A thematic analysis followed. Interprofessional relations and the need for recognition are important for nurse retention. In addition, a nurse's personality appears to be an important aspect in the complex and specific context of the operating room. Nurse retention in the operating room is multifactoral, and like the need for recognition, interprofessional relations are important issues. Interventions to improve working relationships, recognition of nurses, and consideration of a nurse's personality during hiring appear to be promising avenues for improving retention in the operating room.</p>","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"301-310"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1097/HCM.0000000000000280","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40452819","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The 340b Program, Contract Pharmacies, Hospitals, and Patients: An Evolving Relationship Impacting Health Care Delivery.","authors":"Morgan Ruley,&nbsp;Morgan Belcher,&nbsp;Hannah Sayre,&nbsp;Alberto Coustasse","doi":"10.1097/HCM.0000000000000279","DOIUrl":"https://doi.org/10.1097/HCM.0000000000000279","url":null,"abstract":"<p><p>The 340B Drug Pricing Program, created by Congress in 1992 through the Veterans Health Care Act, has provided discounted drug prices to hospitals and other health care organizations serving a wide population of low-income patients. Some 340B programs use contract pharmacies, an arrangement whereby the hospital or health care organization signs a contract directly with a pharmacy to provide covered pharmacy services at discounted prices. The federal 340B Drug Pricing Program has provided access to reduced price prescription drugs to more than 35 000 individual health care facilities and sites certified by the US Department of Health and Human Services, and clinics have served more than 10 million people in all 50 states, plus commonwealths and US territories. The 340B program has increased profits for hospitals through contract pharmacies because they have still received the same reimbursement but acquired drugs at a lower rate.</p>","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"311-321"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1097/HCM.0000000000000279","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40544420","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing Security Risk: Modeling the Root Causes of Data Breaches.","authors":"Diane Dolezel,&nbsp;Alexander McLeod","doi":"10.1097/HCM.0000000000000282","DOIUrl":"https://doi.org/10.1097/HCM.0000000000000282","url":null,"abstract":"<p><p>Health care data breaches are occurring at unprecedented rates, but breach causes are challenging to identify. The purpose of this exploratory study was to identify potential root causes associated with health care data breaches and to create a model of potential data breach factors to inform risk assessment and future predictive analysis. We considered organizational factors, business processes, and technological tools that may be associated with health care data breach occurrences. Using legal requirements, security industry frameworks, and health care standards, we developed a testable health care data breach model. This security model can inform managers who are working to conduct risk assessments, allocate resources, and minimize security risks.</p>","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"322-330"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1097/HCM.0000000000000282","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40723402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Case in Health Care Management.","authors":"","doi":"10.1097/HCM.0000000000000191","DOIUrl":"https://doi.org/10.1097/HCM.0000000000000191","url":null,"abstract":"The ‘‘Case in Health Care Management’’ is a regular feature of The Health Care Manager. Readers are invited to analyze the problem presented in the case and develop a reasonable response to the situation. In analyzing a case: Look for the principles that appear to be involved, and look for the applicability of rules of reason, common sense, and fairness. Seek help from published sources. Associate the concerns of the case with key words that describe principles, concepts, theories, or techniques, and look these up in texts on supervision and basic management. Make whatever reasonable assumptions you need to ‘‘fill in the blanks’’ in the information given. Keep your assumptions reasonable, and state your key assumptions in your conclusions. Recognize that there are few solutions to a case problem that are entirely right or wrong. You are dealing primarily with human behavior, and all people will not necessarily behave the same way in similar situations.","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"354-356"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1097/HCM.0000000000000191","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"39984144","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From the Editor.","authors":"Charles R McConnell","doi":"10.1097/HCM.0000000000000181","DOIUrl":"https://doi.org/10.1097/HCM.0000000000000181","url":null,"abstract":"Humility appears to be one of the most important characteristics of effective communicators. Perhaps, this is because the genuinely humble communicator is the person who does not automatically snap out a message and assume it is properly understood by all, and it is the person who does not simply assume that his or her initial understanding upon receiving a message is always accurate. The humble communicator is one who knows that he or she can easily be incorrect as either sender or receiver of a message unless the message is immediately confirmed. Two of the greatest causes of communication failure are embodied in a pair of implicit assumptions to which anyone can fall victim: 1. Assuming that others know what you are talking about without obtaining and/or confirming feedback. 2. Assuming that you understand what another has said without initiating feedback to make certain. A measure of genuine humility is required of a person who will automatically take the initiative to ensure the feedback needed to minimize or eliminate the causes of misunderstanding. We can suggest, however, that a great many people in organizational life are not sufficiently humble to initiate this critical feedback in all situations. This is perhaps because so many people tend to associate humility with timidity, tentativeness, and other perceived weaknesses rather than seeing it as the strength that it can be. Yet, perceived weakness or not, we would all be better off giving serious attention to the need for basic feedback, to the necessity to ‘‘close the loop’’ in even the simplest communication where the correct information appears so obvious that to seek or provide reassurance seems foolish. If we do not always close the loop without being conscious of the need to do so—and in fact most of us do not— we can perhaps train ourselves to do so if we can agree with the necessity. We should accept as fundamental the need to close the loop in every interpersonal exchange and behave accordingly. Managers account for many of the communication problems resulting from violation of the closed-loop principle. It often appears that, the higher in the chain of command and the supposedly more ‘‘successful’’ the manager, the more likely is this manager to be lacking the humility required to ensure effective communication. Think of some of the characteristics encountered in managers, especially those at the executive level, characteristics that are often actively sought in persons being recruited for such positions. Organizations tend to regard successful executive types as self-confident, self-assured, decisive, focused, no-nonsense individuals. An individual describable by these characteristics usually possesses a strong selfimage and a healthy ego, and more often than not, a person so described may be found lacking humility. In brief, humility is not usually a characteristic sought in selecting executives; in fact, many selection processes essentially guarantee the absence of humilit","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"309-311"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1097/HCM.0000000000000181","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"39984633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A manager asks: motivational implications. Is sick time used \"because it's there\"?","authors":"","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":46018,"journal":{"name":"Health Care Manager","volume":" ","pages":"87-9"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40839144","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}