Attendance at courses on teaching Attendance at sessions on aspects of teaching, such as lecturing, running tutorials Having one's own teaching observed and commented upon Observing others teaching (learning by ex...
详细信息
Attendance at courses on teaching Attendance at sessions on aspects of teaching, such as lecturing, running tutorials Having one's own teaching observed and commented upon Observing others teaching (learning by example) Discussion of issues, such as planning and evaluating a session, with a respected teacher Reflecting on one's own teaching and trying to identify what aspects are helpful to students' learning and which are not Studying student feedback, whether written or verbal, to identify what students report as being helpful and unhelpful to their learning Mentoring of a new teacher by an experienced colleague Better understanding of what helps students to learn Acquiring techniques-for example, on how to encourage participation or how to lecture effectively Gaining ideas on ways of structuring information to make it more accessible to students Feeling more motivated and more able to engage in teaching Valuing teaching more highly When considering how teaching ability may be developed, it is helpful to bear in mind the breadth of opportunities available and also the varied outcomes which may be sought. (All UK medical schools are currently being assessed by the Quality Assurance Agency under the Quality Assessment of Education scheme.) Recording and then using the results of evaluation constitutes an important quality enhancement loop; quality management and enhancement is one of six areas assessed by the Quality Assessment of Education scheme.
BACKGROUND: Academic medical centers (AMCs) face severe financial constraints because they must now compete directly with private providers that focus exclusively on cost-effective healthcare delivery. Educational and...
详细信息
BACKGROUND: Academic medical centers (AMCs) face severe financial constraints because they must now compete directly with private providers that focus exclusively on cost-effective healthcare delivery. Educational and research capacities developed at AMCs have been supported by government and third party payers, but government support is diminishing. Physicians are ill-equipped to respond to market pressures. DATA SOURCES: Analyses of cultural change and restructuring in corporate giants such as Greyhound, IBM and FedEx are relevant to teaching hospitals. To succeed, organizations must flatten hierarchy, empower staff, train leaders, and mobilize intellectual capital. Effective leadership is essential. CONCLUSION: Physicians must educate themselves on forces impacting the AMC, understand changes needed in the structure and processes of AMC governance and acquire competencies for leadership and management if AMCs are to survive and thrive. Surgeons should acquire competencies that will enable them to become leaders in the process of AMC transformation. (C) 2000 by Excerpta Medica, Inc.
Objectives: To compare the costs of current arrangements for testing emergency blood samples from patients attending an accident and emergency (A and E) department in a large teaching hospital in England with point of...
详细信息
Objectives: To compare the costs of current arrangements for testing emergency blood samples from patients attending an accident and emergency (A and E) department in a large teaching hospital in England with point of care testing (POCT). Methods: Estimates were made of the fixed and variable costs of two options: a supplemental option, in which POCT was introduced to A and E only;and a replacement option, in which POCT was introduced to A and E and the intensive therapy unit (ITU), thereby entirely replacing an existing process. Results: For the supplemental option, current arrangements cost £68,466 in total per year;average costs per test were £5.53 (venous in the central laboratory) and £3.60 (arterial on the ITU). Introducing POCT would increase total hospital costs by £35,929, and average costs per test would be £5.32 (venous) and £4.28 (arterial). For the replacement option, current arrangements cost £132,630 in total, and average cost per test (for all tests) was £4.06. Introducing POCT would make hospital saving ranging from £8332 to £20,000, and average cost per test would be £3.78. Conclusions: Introducing POCT results in lower average costs per test. The supplemental option will result in significantly increased costs to the hospital. The replacement option can lead to significant saving. The internal cross-charging arrangements between departments that exist in this hospital may mean that supplemental implementation of POCT could be potentially 'profitable' for the A and E department, but would result in higher expenditure for the hospital as a whole.
At the beginning of the 21st century, the US health-care system presents a challenging contradiction to politicians and policy makers, providers and patients. By most comparisons, the United States offers superior car...
详细信息
At the beginning of the 21st century, the US health-care system presents a challenging contradiction to politicians and policy makers, providers and patients. By most comparisons, the United States offers superior care, while leading the world in innovation, technology, and training. Paradoxically, the United States also has the most expensive, complex, and inadequate health-care system in the world.
This paper concerns the labor market for medical interns and residents in the U.S., and in particular, the question of whether the current matching mechanism between graduating medical students and hospitals is 'i...
详细信息
This paper concerns the labor market for medical interns and residents in the U.S., and in particular, the question of whether the current matching mechanism between graduating medical students and hospitals is 'informationally inefficient'. It was found that overall students performed better than hospital programs in contrast to the common claim that hospitals are more likely to perform better due to seeming superiority in analyzing publicly available information or through access to non-publicly available information. We also conducted a similar analysis for the different specialty programs. In six specialty programs the students' performance was better than hospitals, in two specialty programs the hospitals performance was better than the students and in 14 specialty programs the difference in performance was not statistically different from zero. Thus, only in two cases the hypothesis that the specialty market is informationally inefficient cannot be rejected using the data available. It should be noted that this market is atypical (compared with other labor markets) in that we can test whether it is informationally inefficient by using a practical definition adopted from the field of finance.
Part I in the January/February 1984 issue of HOSPITAL TOPICS discussed how such an affiliation can help solve the DRG problem and improve the cost benefit of your capital and operating programs. Part 1 also included a...
详细信息
Part I in the January/February 1984 issue of HOSPITAL TOPICS discussed how such an affiliation can help solve the DRG problem and improve the cost benefit of your capital and operating programs. Part 1 also included an up-to-date list of references on all phases of the subject. Part II takes up the interests of the University, the Hospital Board, the Physician, the Patient, the Third Party Payor and the costs of the affiliation. It will detail entering into a memorandum of agreement between the Hospital and University and the text of such an agreement is given.
暂无评论