Professional health care providers in direct contact with patients have been required to be licensed and credentialed demonstrating current competencies of quality and safe healthcare practice. Should similar licensing and credentialing requirements be imposed on collaborative workers in the health care industry who may not be directly serving patients (e.g., business office personnel, CEOs, CFOs, or other administrators)? Why or why not?Collaborative health care workers should not be generally required to obtain similar licensing and credentials as their direct-patient care provider counterparts for two main reasons: redundancy and excessive costs First, requiring collaborative health care workers to obtain licensing and credentialing similar to direct patient care providers would be redundant because some collaborative health care industry executives who perform administrative tasks that do not involve direct patient care already possess professional licensing and credentials by virtue of their current occupational status and previous work experience (e.g., physicians or advanced practice nurses) (Kash, 2016), Likewise, collaborative health care executives who are certified public accountants or attorneys at law are already credentialed and licensed for practice and are typically members of national professional associations (Kranacher, 2012).
The second reason...
Future Trends in Health Care Direct communication with patients remains to be an obstacle in the quest of achieving effective patient-physician relationship. Nevertheless, e-communication with clients by use of websites, telephone, and e-mail has forced physicians to re-engineer their strategies of caring for patients. Access of online wellness and health information, home-based monitoring systems, online medical services, and web-based support teams have enabled patients to embrace added responsibilities for their health
Technological and social challenges of information technology in health care Information technology has transformed all aspects of society and healthcare is no exception. One 2010 survey of physicians conducted by the Medical Group Management association found that seven of the top ten challenges identified by physicians had to do with health information technology: implementing electronic records-keeping, keeping track of Medicare reimbursement and compensation, and bi;; collections via new information management
Figure 1 portrays the state of Maryland, the location for the focus of this DRP. Figure 1: Map of Maryland, the State (Google Maps, 2009) 1.3 Study Structure Organization of the Study The following five chapters constitute the body of Chapter I: Introduction Chapter II: Review of the Literature Chapter III: Methods and Results Chapter IV: Chapter V: Conclusions, Recommendations, and Implications Chapter I: Introduction During Chapter I, the researcher presents this study's focus, as it relates to the
Marketing Considerations Marketing in the biotechnology industry is critically important. The basic path to market involves receiving regulatory approval for products. From there, marketing is conducted to physicians directly, necessitating a relatively large sales force. The presence of competing treatments necessitates significant investment marketing, compounded by the impact of the need to recoup the sunk costs associated with product development. In addition, marketing in the biotechnology industry is strictly regulated by
Goal setting works well for simple jobs -- clerks, typists, loggers, and technicians -- but not for complete jobs. Goal setting with jobs in which goals are not easily measured (e.g., teaching, nursing, engineering, accounting) has posed some problems. Goal setting encourages game playing. Setting low goals to look good later is one game played by subordinates who do not want to be caught short. Managers play the game of setting
Program Budget and Cost Analysis Line-Item Budget for an in-Service Dementia Care Training Program Florida now requires all direct-care staff working with dementia patients to receive specialized training. The curricula offered must be vetted by the Training Academy of the University of South Florida's Policy Exchange Center on Aging, otherwise assisted living facilities, nursing homes, adult day care, and hospices will be unable to accept patients with dementia into their facilities. In
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