请下载四川麻将血战到底
代寫 會員中心 TAG標簽
網站地圖 RSS
代寫英國essay 代寫澳洲essay 代寫美國essay 代寫加拿大essay MBA EssayEssay格式范文
返回首頁
當前位置: 主頁 > 代寫Essay > Essay格式范文 >

BA essay運營管理課程作業格式范文:Case analysis

時間:2019-03-13 11:35來源:未知 作者:anne 點擊:
導讀:本文是一篇BA essay 運營管理課程作業,我們可以通過這篇essay格式范文來了解下留學生的essay的一個常規格式是怎樣的,文章內容主要是研究在醫療保健行業,患者數量和標準化水平都很

導讀:本文是一篇BA essay 運營管理課程作業,我們可以通過這篇essay格式范文來了解下留學生的essay的一個常規格式是怎樣的,文章內容主要是研究在醫療保健行業,患者數量和標準化水平都很高(即規范化的操作流程),需要持續生產是有道理的,這意味著醫生應該保持關心和負責的態度,并以專業的方式不斷地履行職責。(Russell&Tyler,2014年)。除了醫療保健提供者應發揮的積極作用外,為了完全消除類似問題,監管實體和商業協會的聯合努力也很重要。

Introduction 介紹
首先,與產品制造不同的是,醫院或醫療保健行業由于產品在交換過程中的無形性,應被劃分為服務行業。考慮到服務交付過程中涉及許多要完成的步驟,因此醫療服務的性質應基于高水平的服務提供者-接收者交互的設施(Pripley,2013年)。因此,需要靈活而有效的服務設計,而不是精確的生產設計。醫療從業者需要承認,在這項業務中為客戶服務不僅是為了治療患者,而且是為了關心患者的心理狀況,并確保一定程度的客戶滿意度。在這種情況下,希望紀念醫院的醫護人員顯然失敗了。
First of all, unlike product manufacturing, a hospital or the healthcare industry should be categorized into the service sector because of the product intangibility in the exchange process. Given that there is great complexity in the service delivering process involving numbers of steps to complete, the nature of healthcare service should be facility based with high level of service provider-receiver interaction (Greasley, 2013). Therefore, instead of a precise production design, a flexible yet effective service design is required. It needs to be acknowledged by healthcare practitioners that serving a customer in this business is not only to treat a patient, but also to care about their psychological conditions and to ensure a certain level of customer satisfaction. In this case, the medical attendants in Hope Memorial Hospital have clearly failed. 
在重復用藥錯誤的情況下,盡管個人因缺乏對患者病情的溝通而受到指責,但主要原因還是服務提供過程不完整。這一錯誤的過程包括職責分配不清、內部互動不充分以及與客戶缺乏溝通。首先,當客戶意識到藥物清單丟失時,他考慮了可能發生的各種錯誤,但無法確定清單的確切位置。這反映了醫院中一個模糊的責任部門,因為應該有一個人負責記錄病人過去的用藥記錄,或者在急診室中有一個特定的小組負責從救護人員那里接班。第二,護士答應把正確的名單信息傳給下一班。然而,第二天早上,病人仍然被注射了錯誤的藥物,這是兩年前的一份清單。這清楚地反映了錯誤的溝通和工作移交過程。要求有明確和嚴格的規定,所有參與治療過程的醫護人員都應了解一名患者的最新信息。還應提供明確規定的不同班次之間的工作交接標準。由于缺乏客戶溝通,問題主要集中在醫院的投訴系統,下一部分將對問題進行討論。除此之外,還應改進設施布局和產品設計,以便不再出現上傳信息困難等問題(Chase等人,2004年)。總的來說,盡管個別員工的責任推卸加劇了問題,但不完整的服務流程主要促進了有缺陷的服務交付。為了解決這個問題,需要一個清晰的流程圖或服務藍圖,以明確提供物理和機構支持的藥物服務一線和后勤辦公室的責任(Russell&Tyler,2014年;Olideley,2013年)。In the case of repeated errors in medication use, although individuals are to blame for lacking communication about the patient condition, it is still the incomplete service delivering process that mainly contributes to the dispute. This faulted process includes an unclear duty allocation, insufficient internal interaction and lack of communication with customers. Firstly, when the client realized the medication list missing, he thought about various errors that might occur but could not figure out how exactly the list was left. This reflects a vague responsibility division in the hospital since there should have been a person taking the patient’s past medication record or a particular group in the Emergency Room responsible for taking over from the ambulance crew. Secondly, the nurse promised to pass the information of the correct list to the next shift. Yet the next morning the patient was still injected wrong medicine that was from a list two years ago. This clearly reflects faulted communication and work handover process. Clear and strict regulations are required that an information update about one patient should be made known to all medical attendants involved in the treatment process. A clearly defined standard of work handover between different shifts should also be available. Regarding lack of customer communication, the problem mainly lies in the hospital’s complaint system, of which the problem will be discussed in the next part. Apart from the process, facility layout and product design should also be improved, so that problems such as difficulty in uploading information would not occur anymore (Chase, et, al, 2004). Overall, although individual workers responsibility shirking is exacerbating the problem, the flawed service delivery is mostly facilitated by the incomplete service process. To resolve this problem, a clear process flowchart or service blueprint is needed to clarify responsibility of medication service frontline and back office providing physical and institutional support (Russell & Tylor, 2014; Greasley, 2013). 
According to the response from Melanie Torrent, the hospital quality assurance manager, it is highly possible that similar problems would happen again. The indifference to the patient’s well-being and potential danger can be a hidden contributor to severe medical negligence. The repeated confirmation about the patient’s safety currently would not rationalize the malpractice that could have put the patient in danger. This illustrates an incomplete service package where a proper service attitude is in lack (Greasley, 2013). A question of where further complaint should be filed is also important for dealing with hospital malpractice, since the client in this case was clearly not receiving reasonable arrangement from the quality assurance manager. Therefore, a complaint system involving different institutional levels is needed so that mutual control is available to ensure different parties are taking their respective responsibility. In summary, in this case, a more active customer interaction process is needed in order to provide practical resolutions rather than meaningless concerns, otherwise similar problems are likely to happen again. 
Conclusion 
In conclusion, in the healthcare industry where the volume (ie, number of patients) and level of standardization (ie, regulated operation process) are both high, it is plausible that continuous production is required, meaning the medical practitioners should keep an attitude of caring and responsible and perform in a professional way continuously (Russell & Tylor, 2014). Apart from the proactive role that should be played by the healthcare provider, to fully eliminate similar problems, combined efforts from regulatory entities and business association are also important.  
 
References:
Chase, R.B. Jacobs, F.R. and Aquilano, N. J. (2004) Operation Management for Competitive Advantage. 10th Edition. New York: McGraw Hill.
Greasley, A. (2013). Operations Management, New York: Wiley
Russel, R. S. and Tylor III, B, W (2014) Operations and Supply Chain Management. 8th Edtion. New York: John Wiley & Sons.
 


推薦內容
  • 英國作業
  • 新西蘭作業
  • 愛爾蘭作業
  • 美國作業
  • 加拿大作業
  • 代寫英國essay
  • 代寫澳洲essay
  • 代寫美國essay
  • 代寫加拿大essay
  • MBA Essay
  • Essay格式范文
  • 澳洲代寫assignment
  • 代寫英國assignment
  • 新西蘭代寫assignment
  • Assignment格式
  • 如何寫assignment
  • 代寫英國termpaper
  • 代寫澳洲termpaper
  • 英國coursework代寫
  • PEST分析法
  • literature review
  • Research Proposal
  • 參考文獻格式
  • case study
  • presentation
  • report格式
  • Summary范文
  • common application
  • Personal Statement
  • Motivation Letter
  • Application Letter
  • recommendation letter
  • 请下载四川麻将血战到底 北京pk10怎么玩 百人牛牛压注技巧 香港九龙内部单双王 mc娱乐官网 所谓棋牌下载 快三稳赚技巧方法 四川时时app下载手机版下载手机版下载手机版下载 重庆时时彩技巧 赛车5码两期计划 赌场里的限红