What is the present philhealth organizational structure under the reengineering?
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Question is not cohesive.
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It means you will need to manage the new changes through implementation in the organization.
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nikky here is your link\n\nhttp://www.google.co.uk/search?hl=en&q=Project+on+hospital+management+or+banking+system+using+data+structures+through+C+language&btnG=Google+Search&meta=#
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Organizational Effectiveness\n\nWhy is balancing such a difficult act for leaders and organizations to achieve these days? \n\nWhy do we waste precious energy struggling to become more independent while working in an interdependent environment?\n\nWhat if we could significantly improve individual and team productivity and organizational effectiveness with existing resources?\n\nBALANCE, ENERGY and ORGANIZATIONAL EFFECTIVENESS are key elements of successful business enterprises. \n\nThe HPS Mobile Enterprise™ was conceived as a metaphor representing the parts of an enterprise. A mobile – like any business - can be simple or extremely complex and can include few or many parts – shapes, sizes, color - which are all interconnected and, at least to some extent, interdependent. Changing (i.e. adding, eliminating, restructuring, etc.) any part can significantly affect the balance of the mobile and, ultimately, organizational effectiveness. \n\nWebster’s dictionary defines mobile as follows: adj. – 1. Capable of being moved or moving. 2. Changing readily in mood, expression, or appearance. 3. Enjoying or affording opportunities for change from one social status to another. – n A sculpture consisting of parts that move, especially in response to air currents. \n\nEXEMPLARY LEADERS ensure that all parts are balanced and energy is focused toward desired outcomes in order to maximize individual and team productivity and organizational effectiveness. Leadership Development\n\nEXEMPLARY LEADERS create and sustain an organizational environment and culture whereby: \n\nA compelling vision is established and sense of purpose is understood \nClear and timely communication occurs using effective voice systems \nEmployees are inspired to perform at their best and sustain their best performance \nKey talent retention is improved and employee attrition declines \nInnovation and creativity are fostered at all levels of the organization \nEmployee morale, motivation and satisfaction levels are improved \nSuperior customer service is delivered and competitive advantage established \nBusiness results reflect high-performance throughout the organization \nHuman Performance Strategies combines traditional cognitive intelligence (IQ) with non-cognitive intelligence (EI) to help leaders perform at their best and inspire the best from their people. Combining and leveraging these distinct competencies forms a foundation for leadership effectiveness and achieving full organizational potential. In simple terms: IQ + EI = 100% of POTENTIAL. Emotional Intelligence \n\nHuman Performance Strategies will soon introduce some exciting new research-based information regarding organizational effectiveness. This new concept is called ORGANIZATIONAL INTELLIGENCE and will underscore the significance of the HPS Mobile Enterprise™ to an even greater extent. \n\nEXEMPLARY TEAMS achieve and sustain high-performance levels on a consistent basis. High-performance teams do not evolve randomly or arbitrarily. Exemplary leaders must facilitate a progression of developmental stages to create the conditions for high-performance. Exemplary leaders understand and leverage this progression to improve individual, team and organizational performance. High-Performance Teams\n\nEXEMPLARY ORGANIZATIONS achieve and sustain maximum effectiveness or 100% of POTENTIAL. The TRUE POTENTIAL of an organization occurs when individuals and teams are aligned, energized and committed to accomplish or perhaps exceed business goals and objectives. Closing the GAP between the present and potential often translates to performance improvement and productivity gains enjoyed only by world-class enterprises. \n\nHuman Performance Strategies offers a fully integrated systems approach to improve individual and team productivity and organizational effectiveness. If you are interested in learning more about how world-class enterprises achieve and sustain 100% of POTENTIAL at the individual, team and
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Newer format. Supposedly more organized.   I tried it.  It's just okay. I switched back.
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The hierarchy may vary slightly depending on the type of hospital, but it is generally as follows:\n\n\nAt the top you have the Board of Directors, of which the President and CEO and the Chief of Medical Staff are Members. Below the President and CEO, you have various Vice Presidents (like of HR, Planning, and Corporate Affairs). \nBelow the Chief of Medical Staff, you have the various Chiefs of the Medical Specialities (e.g., OB/GYN, Emergency Medicine, Medicine, Anesthesiology, etc.). Below the Vice Presidents, there are the staff members of the various parts of the hospital, such as IS, Finance, HIM, Purchasing, etc.\n\nSo in a teaching hospital, residents would be covered under the chiefs of the medical specialties; the longer you've been a resident, the higher in the hierarchy you'd become.
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The best way is to contact them\n\nPHILIPPINE NURSES ASSOCIATION \nERLINDA B. AHORRO \nExecutive Director \n1663 F.T. Benitez Street \nMalate, Manila 1004 \nTelephone Nos. 536-1888/Telefax 525-1596 \npna@thenet.ph \nhttp://pna-ph.org/
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I think the 1950s were pretty much still a snakepit mentality. The advent of phenoziathines in th 50s gave rise to a mentality of remission/recovery. by the mid 60s a great deal of attitude change and treatment innovations resulted in a much better attitude towards the mentally ill. In the 70s, it was considered acceptable, therauputic, even fashionable, to invite the patients into the lives of staff members. Psychiatrists were as guilty as anyone else; bringing Paranoid Schizophrenics home to meet thier families including thier children! Then a dating club mentality formed and staff and patients routinely dated, and many married each other. I have nothing against the latter. Seems natural to me, as both staff and patient learn a lot about each other in a short period of time, and in a tense environment. Liability became a major issue, and that is why such relationships are frowned upon. You could get fired. But if you approach management and talk about love, accomodations like transferring the staff member to another area are sometimes made. The last 25 years has seen a startling development, mental health facilities and treatment centers are flooded with patients/residents/clients, who work in a mental health setting themself, and know the system has evolved into a vacation. After all, there's movie night, bowling day, vending machines, well stocked kitchens on the unit that patients can access 24/7. There's scattergories, charades, videogames, and passes - to name but a few of the amnenities. What has not changed is the storage and maintenence mentality seen in state hospitals, and selected VA medical facilities that are NOT real hospitals. Most VA hospitals are the most high tech clinics in the world, and always on the cutting edge of advancements in everything, but some are hidden in rural areas where the sickest of the sick get less treatment than anyone else. Since the mid 80s, an increasing number of thieves, sex-offenders, and people on power trips have found a cozy niche working in mental health facilities.  I hope this helps some.
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Different organizations. Same goal.
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P & G's Rx drug sector falls under their "family health" unit, which comprises 34% of the company's branding.  In 2005, the "family health unit" division sales rose 10%, due greatly in part to Prilosec and Actonel, with overall annual earnings for that unit alone reaching $944 million.  \n\nThe company's total income overall in 2005 was $6.92 billion, up 12% from the previous year.
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Professional Employer Organization
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There are more processes. Contents are more detailed. Some processes names have changes( eg Quality Assurance is nor "Perform Quality Assurance"). Some terms have changed ( eg Earned Value, Planned Value had other names in the old version). A lot of the description is much more detailed.\nThe new PMBOK also has a chapter describing in detail what all  the changes are, so you can see that there if you are interested.\n\nWhat it may mean to you practically -- the new version PMBOK(PM Book of Knowledge) has nearly DOUBLE the pages (400 +) than the older version !!!
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source:http://www.isd-ioh.co.uk/\nOrganisational health - the effective balance between the interests of the organisation and the aspirations, skills and requirements of the individual within that organisation.\n\nsource: http://www.shb.ie/content-624526988_1.cfm\nEmphasis on workplace health has identified a need for an organisational approach to health promotion. This approach calls for changes in organisational systems that enhance the chance of individuals becoming healthy.\n\nsource:http://www.pwc.com/extweb/service.nsf/docid/3A5F2E4F380A118ECA2569F6002A80CB\n"Effective management of OHS risks is good for business"\nThere is an increasing recognition of the importance of managing OHS risks as an integral part of business management. OHS issues such as stress, workplace violence, fatigue and the aging workforce have emerged as major challenges for businesses and represent significant costs if left unmanaged.
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It would most likely be some type of administrative position in a hospital.  I would look at smaller hospitals at first since it's better to be a big fish in a small bowl then a small fish in a big bowl.  Once you get some experience, then you can move up to larger hospitals.  Most managed care organizations like some type of experience at the "field" level where you work in an actual hospital environment.  Good Luck!
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hmmm!\nHow about these two sites for you>>>\n PROCESS IMPROVEMENTFile Format: Microsoft Word - View as HTML\nThere are things happening in healthcare that we never dreamed of years ago. ... If you doubt this, then help the folks in Patient Accounting explain a bill ...\nwww.shsweb.org/resources/tools/TQM_Textbook.doc - Similar pages \n\n\n[PDF] Health Information Security & Privacy Collaboration (HISPC) RFPFile Format: PDF/Adobe Acrobat - View as HTML\nSubcontractor Cost Accounting Standards Notices and Certifications (No Change) ... The Technical Proposal shall clearly describe the approach, process, ...\nwww.rti.org/files/HISPC_RFP_Amend1.pdf - Similar pages
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Typically the behind the scenes daily operation of the clinic/facility they're working at. Strategic vision for the clinic/facility.  Budgeting process.  Personnel.  Human resources.\nit really depends upon how large/type of facility it is.  A physician outpatient clinic will differ significantly from a hospital, etc.
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They mostly upgraded their website.\n\nDB