2 INTELLIGENT AGENTS In which we discuss what an intelligent agent does‚ how it is related to its environment‚ how it is evaluated‚ and how we might go about building one. 2.1 INTRODUCTION An agent is anything that can be viewed as perceiving its environment through sensors and acting upon that environment through effectors. A human agent has eyes‚ ears‚ and other organs for sensors‚ and hands‚ legs‚ mouth‚ and other body parts for effectors. A robotic agent substitutes cameras and infrared
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Memorial Hospital Bus644: Operations Management Vanessa Washington Khrista Richards June 8‚ 2015 In this assignment I will be discussing the case study in our text on “Memorial Hospital”. I will be looking at the ways the hospital might measure quality. I will also explain the potential costs and failures of quality for Memorial Hospital and discuss how each can be measured. I will be looking at the ideas or techniques from TQM that Janice could use to help Memorial focus on providing
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S TUDENT HANDBOOK (PGDHHM) 2010-11 HOSPITAL SUPPORTIVE SERVICES Instruct io ns: Answer any 5 questions . Each qu e st io n carr ie s 20 MarksT o tal marks 100 1. What are Public Relations? Discuss its importance in ahospital and methods to promote good Public Relations 2. Purchase and management of stores require effectiveplanning and implementation Discuss how you will organizethis function in a 300 bedded hospital 3. Discuss the importance of house keeping
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should the management team do to facilitate a working culture in the new organization? How should the duplication of services and departments be handled? How do the physicians work with administration to share power and resources within the new consolidated hospital? What specific steps should the board take to create an executive team to manage the newly created organization? Given the diversity of cultures embedded in the merged organization‚ what should the management team do to
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Supply Chain 1 I Care Healthcare Supply Chain Management By Jeffrey S. Moser Operations Management MGT 554 Professor Stephen Wernick October 12‚ 2004 Supply Chain 2 Supply Chain Management plays a vital role in our hospitals today. With the growing cost of healthcare and new technologies‚ it is vital for hospitals to run as efficiently as possible and without jeopardizing care. To the materials manager and to the financial minds of a hospital the area of supply chain is a tedius task at best
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with one or more doctors in the clinic‚ and a doctor can accept appointments with many patients. However‚ each appointment is made with only one doctor and one patient. b. Emergency cases do not require an appointment. However‚ for appointment management purposes‚ an emergency is entered in the appointment book as “unscheduled.” c. If kept‚ an appointment yields a visit with the doctor specified in the appointment. The visit yields a diagnosis and‚ when appropriate‚ treatment. d. With each
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GROUP MEMBERS | | | | | | 24x7 WE CARE FOR YOU ABSTRACT This project is aimed at developing a platform where all the hospitals‚ doctors and the ambulance services within a fixed area are brought under a single online application. Here anyone can access the application from anywhere at any time. The database stores the details of all the hospitals and doctors along with their specializations and consulting time slots. At once a person get access to this application all his previous
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generated by hospitals and healthcare establishments are generally termed as hospital wastes. In other word‚ Hospital waste means all wastes coming out of hospitals‚ it may be biological or non-biological that is discarded‚ and is not intended for further use in a hospital. Mainly there are two types of wastes generated from hospital. They are classified as Risk Waste and Non-risk waste. The Non-risk waste covers 75-90% of total waste generation whereas risk waste covers only 10-25% of total hospital waste
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The Journey of Noor Hospital During Change Submitted by: Rami Nour Al-Smadi On: Monday April 11th 2011 \ Table of Contents 1 Abstract 3 2 Introduction 3 3 Case Summary 4 4 Discussion 7 4.1 The Nature of Change 7 4.2 Typology of Change 8 4.3 Process of Change 9 4.4 Factors Effecting Change: 11 4.4.1 Deep structure 11 4.4.2 Single-loop learning 12 4.4.3 Leadership styles and behaviors 12 4.4.4 Power‚ Politics and Stakeholder Management 15 4.4.5 Organization Transitions 17
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Supply Chain Management in Hospital: A Case Study Samuel Toba • Mary Tomasini • Y. Helio Yang San Diego State University‚ San Diego‚ CA It is a common misunderstanding that hospital purchasing is just a functional part of operations rather than a strategic means to achieve financial cost savings. The supply chain process is the essential link for all programs and services offered by a hospital‚ and hence any improvement in managing the supply chain can positively impact bottom line profitability
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