Thesis (M.P.H.)--University of Michigan, 1963.

Thesis (M.P.H.)--University of Michigan, 1963.

by Lee, Fung-kam. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 134-143). / ACKNOWLEDGEMENTS / ABSTRACT --- p.ii / LIST OF TABLES --- p.vii / CHAPTER / Chapter 1. --- INTRODUCTION --- p.1 / Nursing Shortage --- p.1 / Recruitment --- p.1 / Turnover and Job Satisfaction --- p.2 / Purposes of Study --- p.4 / Chapter 2. --- REVIEW OF LITERATURE --- p.6 / Introduction --- p.6 / The Consequences of Job Satisfaction --- p.7 / Definition and Measurement of Job Satisfaction --- p.9 / The construct and definition of job satisfaction --- p.9 / Measurement issues of job satisfaction --- p.10 / Theoretical Background of Job Satisfaction --- p.12 / Needs Hierarchy Theory --- p.13 / Two-factor Theory --- p.14 / Equity Theory/Reference Group Theory --- p.15 / Need/Value Fulfilment Theory --- p.16 / The notion of Person-Environment Fit --- p.18 / Antecedents of Job Satisfaction --- p.23 / Job Itself and Job Context Factors --- p.24 / Individual Differences、 --- p.30 / Conclusion --- p.34 / Chapter 3. --- METHOD --- p.37 / Research Design --- p.37 / Research Hypotheses --- p.38 / Null Hypotheses --- p.40 / Sample --- p.41 / Target population --- p.42 / Exclusion criteria --- p.42 / Sampling procedures --- p.42 / Ethical Issues --- p.43 / Data Collection --- p.44 / Procedures --- p.44 / Pilot Study --- p.44 / Instruments --- p.45 / Index of Work Satisfaction --- p.45 / Edwards Personal Preference Schedule --- p.51 / Demography and Nursing Experience --- p.53 / Analysis --- p.54 / Chapter 4. --- RESULTS --- p.57 / Response rates --- p.57 / Sample --- p.57 / Level of job satisfaction --- p.58 / Level of need for autonomy --- p.61 / Relationship between need for autonomy and satisfaction with job autonomy --- p.61 / Demographic variables and job satisfaction --- p.62 / Intention to leave nursing --- p.64 / Comparisons between acute and chronic hospitals --- p.69 / "Comparisons between intensive care, medical & surgical units in the acute hospital" --- p.79 / Comparisons between general & psychiatric units in the chronic hospital --- p.89 / Chapter 5. --- DISCUSSION & LIMITATIONS --- p.98 / Introduction --- p.98 / Job satisfaction of Hong Kong nurses --- p.99 / Need for autonomy of Hong Kong nurses --- p.111 / Relationship between satisfaction with job autonomy and individual need for autonomy --- p.112 / Relationships between demographic variables and job satisfaction --- p.112 / Reasons for nurses who intended to leave nursing --- p.117 / Differences in job satisfaction between acute and chronic hospitals --- p.121 / Differences in job satisfaction between nursing units in the acute hospital --- p.125 / Differences in job satisfaction between nursing units in the chronic hospital --- p.125 / Limitations --- p.127 / Chapter 6. --- "CONCLUSION, IMPLICATIONS & RECOMMENDATIONS" --- p.128 / Conclusion --- p.128 / Implications and Recommendations --- p.130 / Suggestions for Further Research --- p.132 / REFERENCES --- p.134 / APPENDICES / Chapter 1. --- Letter from Ethic Committee of the Chinese University of Hong Kong --- p.144 / Chapter 2. --- Letter of request for approval --- p.145 / Chapter 3. --- Letter to Registered Nurses --- p.146 / Chapter 4a. --- The Index of Work Satisfaction --- p.147 / Chapter 4b. --- The Autonomy Subscale from the Edwards Personal Preference Schedule --- p.151 / Chapter 4c. --- Questionnaire of Demography and Nursing Experience --- p.153 / Chapter 5. --- Reasons given by respondents who had considered leaving nursing over the last 2 years --- p.154

Thesis (M.H.A.)--University of Michigan, 1961.

Thesis (M.H.A.)--University of Michigan, 1961.

Este trabalho tem como objetivo discutir as possibilidades e dificuldades de um psicanalista quando passa a compor uma equipe multidisciplinar de atendimento a pacientes amputados em reabilitação com prótese. A equipe de saúde tem papel fundamental no atendimento ao paciente amputado que realiza reabilitação. Pensa-se que há diferença para este trabalho o fato de haver na equipe um psicanalista, que atua de um lugar diferente dos outros membros, representantes do discurso médico. Para se compreender o que ocorre quando há um psicanalista na equipe de saúde são abordadas as diferenças entre os campos da psicologia hospitalar e da psicanálise dentro de uma equipe; as diferenças entre os discursos médico e psicanalítico, o estatuto do corpo para a psicanálise, e as bases de sustentação para que um analista se constitua enquanto tal. Além disso, são tratados o estatuto do corpo na contemporaneidade e a questão da deficiência, pontos cruciais no atendimento ao paciente com amputação. Por último, busca-se uma compreensão, do ponto de vista psíquico, para a amputação e reabilitação do paciente, levando-se em conta que o atendimento prestado a ele é permeado pelas questões enfrentadas pela equipe multidisciplinar / This paper aims to discuss the possibilities and difficulties of a psychoanalyst when she begins to compose a multidisciplinary team to care of patients with amputation in rehabilitation with a prosthesis. The health team has a key role in patient care that is in rehabilitation. It is thought that there is a difference to the treatment if there is a psychoanalyst in this team, who works in a different way from the other members, representatives of medical discourse. To understand what happens when there is a psychoanalyst in the health care team, this paper points the differences between the fields of health psychology and psychoanalysis within a team, the differences between the medical and psychoanalytical discourses, the status of the body for psychoanalysis and bases of support for an analyst to be constituted as such. Moreover, this paper treats about the status of the body in contemporary and deficiency issues, what is crucial for the patient with amputation. Finally, it seeks an understanding of the psychological point of view of amputation and rehabilitation of the patient, taking into account that the service provided to him is permeated for issues facing the multidisciplinary team

O estudo analisa estratégias de mercado adotadas por hospitais gerais privados brasileiros de grande porte (acima de 150 leitos). Trata-se de uma pesquisa qualitativa de casos múltiplos, com dados coletados a partir de entrevistas semiestruturadas. Inclui cinco hospitais localizados no município de São Paulo, classificados em três grupos a partir do binômio modelo de propriedade (com ou sem fins lucrativos) e clientela atendida (beneficiários de seguros e planos de saúde e usuários do SUS): Grupo 1, hospitais (H1, H2, H3) sem fins lucrativos, atendem sobretudo beneficiários de operadoras de planos privados de assistência à saúde; Grupo 2, hospital (H4) com fins lucrativos, atende sobretudo beneficiários de operadoras de planos privados de saúde; Grupo 3, hospital (H5) sem fins lucrativos, atende sobretudo usuários do SUS. Foram entrevistados em cada hospital três gestores ou mais, entendidos como informantes-chave e em condições de responder sobre as estratégias adotadas. Os resultados mostram que as estratégias se desenvolvem a partir da combinação de avaliações dos ambientes externo e interno, segundo a visão baseada em recursos. Os hospitais H1 e H2, do Grupo 1, adotam a combinação de estratégia de diferenciação, melhor posicionamento em produto e busca da oferta de soluções totais ao cliente; H3 (Grupo 1) adota a combinação de estratégia de diferenciação com liderança em custo, maior aderência ao melhor posicionamento em produto do que a oferta de soluções totais ao cliente; H4 (Grupo 2) adota a combinação de diferenciação com liderança em custo, e ainda mais próximo do melhor posicionamento em produto do que as soluções totais ao cliente; H5(Grupo 3) adota a estratégia de liderança em custo, e melhor posicionamento em produto. Os hospitais do Grupo 1 apresentam alta densidade em tecnologia e no atendimento de casos de maior complexidade; o hospital do Grupo 2 apresenta uma situação intermediária na densidade em tecnologia e no atendimento de casos de maior complexidade; o hospital do Grupo 3 apresenta baixa densidade em tecnologia e no atendimento a casos de maior complexidade. Perante a saúde suplementar, os hospitais H1 e H2 apresentam posicionamento de alta qualidade e preços superiores; o H3 apresenta preços compatíveis aos produtos entregues; o H4 segue a média de mercado (pacientes das classes B e C); o H5 opera com a tabela do SUS e no privado com preços menores. A combinação do envelhecimento da população com menor taxa de natalidade, o crescimento de doenças crônicas, as receitas hospitalares vinculadas principalmente às taxas e serviços poderão conduzir a um modelo assistencial mais amplo, com maior concentração de mercado entre as operadoras de planos de saúde privados e entre hospitais; maior complementaridade entre o público e o privado, e funcionamento em redes de organizações mais integradas. A entrega de maior valor aos \'clientes\' será fundamental, com pagamentos baseados nessa entrega e não apenas em quantidade, além de novos modelos de relacionamentos com os médicos / The study analyzes marketing strategies adopted by large (over 150 beds) private general hospitals Brazilian. This is a qualitative study of multiple cases with data collected from semi-structured interviews. Includes five hospitals in the city of São Paulo, classified into three groups from the binomial property model (with or without profit) and clientele (beneficiaries of insurance and health plans and the SUS): Group 1, hospitals (H1, H2, H3) nonprofit cater mainly beneficiaries of operators of private health care, Group 2, hospital (H4) for profit, serves primarily beneficiaries of operators of private health plans, Group 3, hospital (H5) nonprofit, serves primarily the SUS. Three or more managers were interviewed in each hospital, seen as key informants and able to answer questions about the strategies adopted. The results show that strategies are developed from a combination of assessments of external and internal environments, according to the resource-based view. Hospitals H1 and H2, Group 1, adopt the combination of differentiation strategy, better positioning in product and in the way to offer total solutions to the client; H3 (Group 1) adopts the combination of differentiation strategy with cost leadership, greater adherence to the better positioning in product than the offer of total solutions to the client; H4 (Group 2) adopts the combination of differentiation with cost leadership, and even closer to the better positioning in product than the total solutions to the client; H5 (Group 3) adopts the strategy of cost leadership, and better positioning in product. Hospitals Group 1 feature high density technology and care of more complex cases, the hospital group 2 presents an intermediate situation in the density of technology and in the care of more complex cases, the Hospital Group 3 has a low density technology and in care to more complex cases. Given the health insurance, hospitals H1 and H2 have quality positioning and higher prices, the H3 features compatible prices for products delivered, H4 follows the market average (classes B and C patients), the H5 operates with the SUS and for private with lower prices. The combination of an aging population with a lower birth rate, growth of chronic diseases, hospital revenues primarily related to fees and services may be related to a broader model of care, with greater market concentration among operators of private health plans and also hospitals, greater complementarity between public and private networks and organizations working in more integrated. Delivering greater value to \'customers\' will be key, with payments based on this delivery and not only in the quantity, and new relationships models with physicians

Thesis (M.A.)--George Washington University. / Bibliography: p. 43-49.

Thesis (M.A.)--George Washington University. / Bibliography: p. 43-49.

Este trabalho tem como objetivo discutir as possibilidades e dificuldades de um psicanalista quando passa a compor uma equipe multidisciplinar de atendimento a pacientes amputados em reabilitação com prótese. A equipe de saúde tem papel fundamental no atendimento ao paciente amputado que realiza reabilitação. Pensa-se que há diferença para este trabalho o fato de haver na equipe um psicanalista, que atua de um lugar diferente dos outros membros, representantes do discurso médico. Para se compreender o que ocorre quando há um psicanalista na equipe de saúde são abordadas as diferenças entre os campos da psicologia hospitalar e da psicanálise dentro de uma equipe; as diferenças entre os discursos médico e psicanalítico, o estatuto do corpo para a psicanálise, e as bases de sustentação para que um analista se constitua enquanto tal. Além disso, são tratados o estatuto do corpo na contemporaneidade e a questão da deficiência, pontos cruciais no atendimento ao paciente com amputação. Por último, busca-se uma compreensão, do ponto de vista psíquico, para a amputação e reabilitação do paciente, levando-se em conta que o atendimento prestado a ele é permeado pelas questões enfrentadas pela equipe multidisciplinar / This paper aims to discuss the possibilities and difficulties of a psychoanalyst when she begins to compose a multidisciplinary team to care of patients with amputation in rehabilitation with a prosthesis. The health team has a key role in patient care that is in rehabilitation. It is thought that there is a difference to the treatment if there is a psychoanalyst in this team, who works in a different way from the other members, representatives of medical discourse. To understand what happens when there is a psychoanalyst in the health care team, this paper points the differences between the fields of health psychology and psychoanalysis within a team, the differences between the medical and psychoanalytical discourses, the status of the body for psychoanalysis and bases of support for an analyst to be constituted as such. Moreover, this paper treats about the status of the body in contemporary and deficiency issues, what is crucial for the patient with amputation. Finally, it seeks an understanding of the psychological point of view of amputation and rehabilitation of the patient, taking into account that the service provided to him is permeated for issues facing the multidisciplinary team