CASE MANAGEMENT

Case Management

Case Management

In the case of a strong management program can significantly improve performance, typically measured by metrics like hours of emergency department diversions, the average length of stay (ALOS), falling rates of complication rates, readmission rates, as well as home care referral rates. In concert, the high rate in all of these measures will lead to better outcomes and continuity for patients, (Brooten 2002) while the efficient management of variable costs of care delivery.

The term case management is implementing different meanings in different areas of our system of medical care. Case management in hospital is very different from the treatment of community-based health programs and insurance companies. The discussion focused on the hospital case management is defined as, but not the key driver of access to health care, effective coordination of care, quality of results and, eventually, human and financial resources. Case management requires an approach and organizational relationships to achieve these goals, not just a group of nurses and social workers work with the title "business manager." (Couch 2003)

Successful hospital-based case management program lies in the leadership commitment to providing high quality solutions in a cost-effective manner. While many hospitals statements reflect the verbiage to this effect, in fact, less practice, and deliver in this regard. In 2003, the hospital CEOS CNOs and nurse managers need to know the average length of stay and the cost is adjusted to perform once a month and a weekly if not daily basis. (Huber 2002) As mentioned earlier, a quality management and financial metrics can reflect the effectiveness in the management of the program. The Progressive Organization of target levels of performance in their annual strategic objectives with respect to these indicators. In addition, relevant members of the leadership and management team are brought to justice and given the incentives to achieve these goals. With these organizational priorities, leaders can focus on the work of departments and educators; have a direct impact on productivity.

Performance improvement efforts and priorities to focus on these indicators and financial resources have been brought to bear in these areas. For example: the manager of the department work together to improve communication and the timeliness of the service department. In these organizations, the leaders carry out their responsibilities effectively, (Kim 2005) so that mechanics hospital works well for the benefit of patient outcomes and patient satisfaction, as well as services for their physician partners.

As for the rest of the organization, staff nurses, ancillary departments, as well as other support services can help maintain the momentum of the treatment effort. It is clear that nurses have the most ill-date information about the patient's condition and progress. They should also have information on their patients' status prior to admission and a sense of their likely able to fulfill. Effective management of a case where the patient is a nurse internalizes and is liable to play a role in governance and to implement the planning process. (Naylor 2002)In the case manager and nurse the sick establishing a daily transfer ...