Xem 1-13 trên 13 kết quả Clinic appointments
  • (BQ) Part 2 book "The facts - Pulmonary arterial hypertension" presents the following contents: Your clinic appointments, tests for PAH, clinical trials and evidence-based medicine, supportive treatments for PAH, targeted therapy, when medication is not enough, living your life.

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  • Gynaecology outpatients are a complex clinical area that requires team working across many professional and non-professional groups. We have combined as a team of a consultant gynaecologist, consultant nurse and service manager to write this book in an attempt to cover the processes that have to take place in order for a patient to be seen and treated appropriately. It includes chapters on the organization and problems undertaken by the clerical and secretarial staff often behind the scenes.

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  • Tailoring an intervention to the context and system redesign related to the intervention: A case study of implementing shared medical appointments for diabetes Susan R Kirsh*1,2, Renée H Lawrence1 and David C Aron1,2 Address: 1Center for Quality Improvement Research, Louis Stokes Cleveland Veterans Affairs Medical Center, Cleveland, Ohio, USA and 2School of Medicine, Case Western Reserve University, Cleveland, Ohio, USA Email: Susan R Kirsh* - susan.kirsh@va.gov; Renée H Lawrence - renee.lawrence2@va.gov; David C Aron - david.aron@va.gov * Corresponding author...

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  • Chapter 16 - Schedule management. Learning objectives of this chapter include: Describe how the appointment book is key to the continuity of patient care, identify how to properly apply a matrix to an appointment book, compare different types of appointment scheduling systems, identify ways to organize and schedule patient appointments,...

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  • Chapter 12 - Scheduling appointments and maintaining the physician’s schedule. In this chapter you will: Explain the importance of the appointment book in maintaining the schedule in the medical office, identify common scheduling abbreviations, identify different types of appointment scheduling systems, discuss ways to arrange appointments for patients,...

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  • Chapter 12 - Scheduling appointments and maintaining the physician’s schedule. In this chapter you will learn to identify the different types of scheduling systems, how each is used, and which type of practice each system would work best in. You will also learn how to handle many types of scheduling situations within the office, including patient appointments, emergencies, pharmaceutical representatives, and the scheduling of outside appointments with other medical facilities.

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  • The American Marketing Association (AMA) seems to be the self appointed arbiter of the definition of marketing. Certainly in Australia and New Zealand, American texts and definitions dominate study of the discipline in academia. Currently the AMA defines marketing as, "The process of planning and executing the conception, pricing, promotion and distribution of ideas goods and services to create exchange and satisfy individual and organisational objectives" (Marketing News, 1985, p.1).

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  • Pathfinder has developed a two-way referral system for infections and serious complications. CHWs send clients to nearby health facilities with a referral note, which helps ensure that people living with HIV/AIDS are seen promptly and free-of-charge. In some cases, if the client is too weak to travel alone and has no family to accompany him, or is afraid of the stigma associated with being HIV-positive, the CHW escorts the client to the health facility.

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  • The management of patients with vascular disease is complex and requires a multi-disciplinary approach of which nurses play an integral part. Recent years have witnessed the development of vascular nursing in the UK as a specialist area, with appointments of vascular nurse specialists and nurse consultants. Specialist vascular courses are now available for nurses in the UK and vascular nurses have their own professional society. This book aims to provide nurses with the appropriate knowledge to meet the challenge of caring for patients with vascular disease.

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  • Given the strong leadership evidenced by the current Governors of New York and New Jersey,  and  their  appropriate  and  intense  focus  on  responsible  government,  increased  transparency,  organizational  efficiency  and  fiscal  responsibility,  the  Port  Authority  now  has  a window  of  opportunity to drive the transformational changes fundamental to addressing the challenges of  the organization.

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  • This system generated mistrust and disrespect between the S&L examiners, who were federal employees, and the supervisory agents, who were employees of the privately owned regional Banks. Supervisory agents and PSAs were compensated at levels far above those of the FHLBB staff, and while examiners suspected the supervisors of being overpaid in- dustry friends, supervisory agents and PSAs viewed the Bank Board examiners as “low paid, heavy drinking specialists in trivial details.

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  • All new employees are given a tour of the center, and employees and their immediate family are encouraged to use the center for all their primary care needs. Open houses are held frequently to showcase the facility’s capabilities. The center is available to new employees from the first day of employment. The center filled over 1,100 appointments in October 2009. The center is set up for an average patient visit of 30 minutes. This is considerably longer than an average clinic visit.

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  • There are many resources available to assist school staff and their partners in the health and education sectors to plan, implement, and evaluate school health initiatives. These are in the form of evidence-based guidelines, surveillance tools, assessment approaches, etcetera. Many of these resources can be found on the websites of international organizations, as well as those country and regional agencies and organizations (e.g. health and education ministries and non government organizations) with responsibilities for promoting the health and educational outcomes of young people.

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