A 17- STORY hospital tower with a helipad‚ 1000 doctors trained in multi-disciplinary healthcare and four new health institutes‚ the UST Hospital (USTH) seems not only to have recovered financially‚ but is eager to reach for the stars. But is its P3 billion expansion plan simply too starry-eyed for comfort? Is it too ambitious? Yes‚ according to Dr. Cenon Alfonso‚ president and chief executive officer of USTH. He said that the P3 billion financing for the expansion came from a fixed-term‚ syndicated
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1.1 INTRODUCTION Saving behaviour is an interesting topic to be study on. In his research Kotlikoff (1989) described the question of what determines saving as a good jigsaw puzzle. It has a number of pieces. Some of the pieces have been found. Those that are available do not immediately fit together‚ but not all the combinations have yet been tried. The pieces that are missing are not necessarily in the bottom of the box and indeed miry be mixed up with identical-looking pieces in some other
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The Day After Case Names and Roles Case Name: The Day After Charlie Jones-Chief Executive Terminated after 23 years Russell Adams- Board Chairman Bill Handy- Chief Operating Officer Appointed by Charlie Jones liked by the board but not physicians/medical staff. Dr. Ralph Kemper- Chief Radiologist In cohorts with the additional radiologists Potential owner of Imaging Center Inc Russ Adams-bearer of bad news‚ personal friend. Background and Facts The cost per patient day was next
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Audit plan – Accounts Receivable and Notes Receivable Audit Procedures Audit Objectives W/P Ref. Initials Comments Accounts Receivable 1. Obtain an aged trial balance of individual customer accounts. Recalculate the total and trace to the general ledger control account. 2. Review the aging for large and unusual items. 3. Send confirmations to all accounts over $X. Select a random sample of all remaining accounts for confirmation. a.i.1.a.i.1.a. Investigate exceptions reported by
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Jennifer Norcutt Case Study Week 2 MBA 622 - Operations Management June 2‚ 2013 Good forecasts are an important facet of business: "The forecast is the only estimate of demand until actual demand becomes known" [ (Heizer & Render‚ 2014) ]. L.L. Bean estimates that annual costs of lost sales and backorders to be $11 million and costs of having too much or the wrong inventory were an additional $10 million. With losses like these it would appear from the outside that L.L. Bean has serious
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1. What kinds of applications are described here? What business functions do they support? How do they improve operational efficiency and decision making? The applications defined in this case are e-mail‚ calendar and contacts from Microsoft Exchange ActiveSync. In addition‚ there are some new software applications: hospital’s MEDITECH electronic medical records system‚ Epocrates Essentials and ChainLinq Mobile. The businesses functions of these applications are assisting employees accomplish their
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A STUDY ON STRESS MANAGEMENT AMONG THE EMPLOYEES AT APOLLO HOSPITAL CHENNAI A Project Report submitted to THE NEW COLLEGE (AUTONOMOUS) (AFFILIATED TO THE UNIVERSITY OF MADRAS) In partial fulfilment of requirement for the award of the degree of BACHELOR OF BUSINESS ADMINISTRATION A Project report submitted by Muhammed Savad P Register Number: 11UBA6537 Under the guidance of MR. HASEEB MBA DEPARTMENT OF BUSINESS ADMINISTRATION THE NEW COLLEGE (AUTONOMOUS) CHENNAI- 600014 (2011-2014)
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assist the company to understand the manner in which they want to operate to ensure they provide a valuable service that will be shown through their actions to align with both of these statements. Mission and Value Statement Although the Campbell Hospital is the only facility within miles‚ they still have to continue to offer excellent service to the individuals of the community and creating a strategic
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This case study examines the findings for a patient admitted to Littleton Hospital in February 2016. This patient was initially radiographed on February 8th and again on February10th‚ 2016‚ when the radiology department received orders for a portable chest x-ray for an 82-year-old patient in the ICU. Two days prior‚ she had received a chest x-ray‚ post-thoracentesis. At that time‚ the radiologist‚ Dr. Orlin Hopper noted “a moderate right-sided pneumothorax” (2016). Upon review of the second set of
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service and the results possible from a hospital and on the other hand the stakeholders look for the best possible profit they can gain from the business. This is the point where a competent hospital or a healthcare manager comes into picture. In this case the healthcare set up is going through a rough stage where in an increasing cost of healthcare facilities like the equipments‚ pharmacies etc is indirectly affecting on the quality of care provided in the hospital which is ultimately bringing down the
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