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St Jude Children's Research Hospital

St. Jude Children's Research Medical center is a not-for-profit clinic found in the heart of Memphis, Tennessee. It really is an internationally acknowledged clinic that pioneered research finding solutions and saving children with cancers and other catastrophic diseases. It treats patients from all 50 states and around the world, without regard to capacity to pay, never requiring families to cover treatment not covered by insurance (St. Jude Children's Research Medical center, 2010). St. Jude remains the first and only pediatric cancer center designated as a thorough Cancer Center by the Country wide Cancer Institute (St. Jude Children's Research Medical center, 2010). It is currently rated first in Children's Nursing homes for cancer treatment (U. S. Information and World Report, 2010).

St Jude Children's Research Medical center encompasses an comprehensive and impressive objective, vision, and group of values.

The objective of St. Jude Children's Research Medical center is to progress cures, and

means of protection, for pediatric catastrophic diseases through research and

treatment. Consistent with the vision of your creator Danny Thomas, no child is

denied treatment based on race, faith, or a family's ability to pay. (St. Jude

Children's Research Hospital, 2010)

St. Jude has a eyesight to be always a world head in the procedure and prevention of catastrophic diseases in children (St. Jude Children's Research Medical center, 2010). They aim to meet this by providing exceptional patient attention and extensive specialized medical research to better understand the catastrophic diseases of youth, enhance benefits of treatment, ward off diseases, minimize deleterious outcomes of treatment, and educate health care and research experts on such conclusions (St. Jude Children's Research Medical center, 2010). The entire goal of these tasks is to discover a cure and improve the quality of life for the kids they treat. To attain a larger part of the affected inhabitants, they work to extend and talk about this knowledge to improve the treatment of children with catastrophic diseases worldwide, working towards a technique for disease prevention (St. Jude Children's Research Clinic, 2010).

St. Jude highly prices their patients, people, and donors that permit them to do something out their Objective. To properly espouse their Mission and vision, the organization has outlined an explicit group of values and requirements to guide their daily actions and decisions. To ensure adherence, ongoing training and analysis is conducted (St. Jude Children's Research Clinic, 2010). The values include: promoting honest behavior, providing the best quality of medical and supportive family-centered good care, respecting ethical, ethnical, spiritual, and lifestyle variations of all those mixed up in hospital, promoting wise spending of each dollar donated back again to the care and attention and research for the patients it snacks, maintaining a commitment to a culture of quality, innovation, and creativity in every that they are doing, developing a drive and sense of urgency to achieve success, being honest and accountable for activities and decisions, and cultivation of an environment of trust, teamwork, and respect (St. Jude Children's Research Hospital, 2010). St. Jude will an excellent job sticking with their Mission, vision, and values as known through their increased success rate of most pediatric malignancies, high quality care, repeated rating of the number one hospital for pediatric cancers care, and conference financial requirements of the establishment with never asking families to pay for treatments that insurance fails to cover. This previous portion has remained extremely important to a healthcare facility since first beginning because so many patients who type in through hospital doorways have previously maxed out their life time insurance caps and absence the funding to continue paying for the seemingly never-ending hospital bills (St. Jude Children's Research Clinic, 2010).

To be accepted as an individual at St. Jude, a kid must have a diagnosis specific to a present disease in analysis and be referenced by physicians. The individual must be no older than 18 and generally not have received comprehensive treatment elsewhere. (St. Jude Children's Research Medical center, 2010). While the St. Jude Children's Research Medical center campus is an independent health care system, their top-notch research integrates them with children's private hospitals throughout the world (St. Jude Children's Research Hospital, 2010). St. Jude conducts all research and principal studies within their campus but freely stocks this research with nursing homes across the world (St. Jude Children's Research Hospital, 2010). Because of this cooperation, there is certainly nominal competitiveness from other facilities but instead a system that works mutually with regard to the children suffering from catastrophic diseases. St. Jude is the nationwide coordinating centre for the Pediatric Brain Tumor Consortium and the Youth Cancer Survivor Research (St. Jude Children's Research Medical center, 2010). Together with the exceptional research and care and attention provided for pediatric tumor, St. Jude is a leader in sickle cell disease research and has become a primary research center for influenza across the world (St. Jude Children's Research Hospital, 2010).

St. Jude is internationally regarded for pioneering the research and treatment of pediatric patients experiencing malignancy and other catastrophic diseases (St. Jude Children's Research Medical center, 2010). Because of the work St. Jude has done, research protocols have helped to thrust overall survival rates of youth cancer from significantly less than 20 percent when a healthcare facility opened up, to over 80 percent today (St. Jude Children's Research Hospital, 2010). They may have treated patients from throughout the world that are accepted and reputed without regard to ethnicity and social distinctions (St. Jude Children's Research Clinic, 2010). St. Jude has impacted the individuals by providing hope to households with a grim prognosis, insufficient funding, and nowhere else to carefully turn.

St. Jude is the only real pediatric cancers research centre that accepts patients without respect to capacity to pay. People are never asked to pay for treatment not covered by insurance, and no child is denied treatment because of inability to pay. (St. Jude Children's Research Hospital, 2010). The American Lebanese Syrian Associated Charities (ALSAC) has been the exclusive fund-raising company of St. Jude since 1957, assisting raise funds to construct the establishment with creator Danny Thomas and his eyesight (St. Jude Children's Research Medical center, 2010). In this year's 2009 Fiscal Year, ALSAC elevated $682 million through volunteers, corporate associates, and donors to meet the daily St. Jude operating cost of $1. 5 million a day (ALSAC/St. Jude Annual Statement, 2009). These operating costs include patient care and attention services, research expenditures, education, training, and community services to accommodate staff and supervision of the hospital. Patient treatment services include all health care needed for active patients. This can include health care and living expenditures for patients and young families. Most patients are cured on an outpatient basis in the St. Jude treatment centers and are housed at one of the three casing organizations in Memphis associated with St. Jude (Aim for House, Grizzly House, Ronald McDonald House). Once remission is achieved treatment can be transferred to a health care provider in the patient's home community in cooperation with St. Jude protocols (ALSAC/St. Jude Total annual Report, 2009). In addition to ALSAC, St. Jude has over 60 commercial partners including: Aim for, the NFL, The Memphis Grizzlies, Kay Jewelers, and Chili's, (St. Jude Children's Research Hospital, 2010). Furthermore to their corporate partners, specific donors and organizations help economically support the task of St. Jude (St. Jude Children's Research Hospital, 2010). Additional influences on St. Jude Children's Research Clinic include the North american Medical Relationship and American Medical Association who serve to guide the doctors and nurses utilized by a healthcare facility.

The coverage and rules of St. Jude is in accordance with research policies across the country to guarantee the safeness of patients with the benefit of treatment outweighing the risk. A healthcare facility adheres to create protocols in review in support of deviates from them should considerable research verify the deviation to become more beneficial and scientifically reinforced (St. Jude Children's Research Clinic, 2010). The system at St. Jude is highly recognized by getting the research institute under the same roof covering as the patients with the scientists positively involved in the patient plan of health care. In addition to these rules, St. Jude has insurance policies in location to prevent infection multiply to patients who are immunocompromised. These include not allowing visitors under the age of 12, testing for illness prior to browsing, proper hand-washing education, rather than allowing visitors who've just lately received the nasal flu vaccine or oral polio vaccine within days gone by four weeks. These procedures ensure the safe practices and overall well-being of their patients (St. Jude Children's Research Medical center, 2010).

The corporation of St. Jude Children's Medical center is dependant on the eye-sight of founder Danny Thomas to create a hospital treating children with catastrophic diseases so no child must pass away in the dawn of life (St. Jude Children's Research Clinic, 2010). In partnering with ALSAC, Danny Thomas could obtain funding necessary to create this clinic from the ground up and work to produce an environment welcoming to all who enter into. His vision included a clinic where children didn't feel threatened by care and attention providers, where doctors and analysts ate alongside of patients, a medical center where patients were permitted to continue their child years while battling catastrophic diseases (St. Jude Children's Research Hospital, 2010).

According to Henry Mintzberg, an organization can consist of no more than six parts like the strategic apex (top management), the center line (middle managers), the operating core (primary individuals), the technostructure (employees who standardize and improve work), the support staff (those who work outside of the primary circulation), and the ideology (beliefs, traditions, norms, principles, and culture) (Value Centered Management, 2010). The following diagram depicts the Mintzberg organizational framework of St. Jude Children's Research Medical center and is described below.

(Proven Models, 2010)

The tactical apex of St. Jude consists of the Boards of Directors and Governors for ALSAC-St. Jude Children's Research Clinic. The Panel is responsible for regulating the organizations by building policies and objectives, selecting, appointing, promoting, and critiquing the performance of the Chief Professional Officers, insuring the availability of adequate financial resources, approving annual finances and strategic planning, and accounting for the ethics, compliance, and performance of the organizations (St. Jude Children's Research Hospital, 2010). Below them St. Jude gets the middle line businesses consisting of the principle Executive Officers, Senior Management Team, and the Executive Committee that immediately oversee the operating center. At the heart of a healthcare facility are the working core of doctors, research and development team, advanced practice nurses, nurses, accredited nursing assistants, child life specialists, psychologists, and family members who collaborate to provide satisfactory family-centered good care. The Support Personnel of St. Jude consist of ALSAC as the primary fundraising group, the administrative body, the environmental service employees, the cafeteria, the general public relations department supporting advocate for ALSAC fundraising endeavors, the Target, Grizzly, and Ronald McDonald homes and personnel people, the ethical and legal committees, and volunteers who help throughout the hospital. The technostructure of St. Jude involves the specially called Faculty and Adjunct Faculty that standardize research in collaboration with care provided to patients. It also includes the external advisory planks that help standardize protocols and ensure they may be accessible and clearly stated to be shared worldwide. St. Jude has a interestingly large technostructure of employees who work to standardize good care throughout the hospital in regards to to uniqueness of every patient in the research studies. Any deviations from standardized treatment are backed through the research conducted on the St. Jude campus. Because of this, the hospital would be categorised as a Machine Bureaucracy that has all components present and strong in their performing and enactment to the campus.

The nursing role that will specifically be analyzed is the role of the Pediatric Acute Attention Nurse Practitioner. Unfortunately, this role is not currently available at St. Jude Children's Medical center and therefore no specific job information or title is designed for the precise role at St. Jude. Based on the National Association of Pediatric Nurse Professionals (NAPNAP), the Pediatric Acute Attention Nurse Specialist (PNP-AC) would function to provide immediate patient treatment management, perform in-depth physical assessments, interpret lab and diagnostic assessments, order mediations, and perform healing treatments for children who are acutely, chronically, and critically unwell (NAPNAP, 2005). The PNP-AC would be qualified as a registered nurse in the United States with a graduate degree in nursing via an approved program, and qualified by the Pediatric Nurse Qualification Board as a Certified Pediatric Nurse Specialist - Acute Care (PNCB, 2010). To become skilled one must meet certain competencies and go a board examination that fulfills the National Council of Status Boards of Medical APRN standards (PNCB, 2010). To keep up qualification, one must complete carrying on education hours and/or re-certification every 3 to 5 years, or as deemed by the business and state table of medical (PNCB, 2010).

The role of the PNP-AC would fall season within the operating key of a healthcare facility. They would work in collaboration with other Physicians and Experts at St. Jude to make a complete plan of care for the patients. This might keep everyone working towards same goal and ensure overall patient well-being. They would also use the nurses, nursing assistants, child life specialists, and other therapists to keep them informed of progress or hardships the individual may face, and help them understand the cares that need to be provided to have success of treatment protocols. They would also work with unit professionals and medical directors should problems or questions come up. They'll be able to seek advice from with the middle collection management or technostructure workers should questions or concerns arise. They would also use varying support staff members for outreach, dietary consults and education-oriented responsibilities. This role would straight interact with patients and family members through their day-to-day tasks. They may do outreach into the community, and conduct education for consumers and payers on current advances the clinic is making. They would also indirectly use recruiting and the financing department to acquire their salary.

The role of the PNP-AC is very autonomous in impacting patient good care and outcomes. They can diagnose and treat conditions, prescribe medications, obtain necessary consults and interpret results of requested tests. They might oversee the progress of attention and intervene should any alarming studies be made in response to the protocol under review. The role would be strong in the sense that they are an autonomous and an unbiased member of the health care delivery team that is with the capacity of providing a high-level of care and attention to patients. They have got strong patient discussion skills and a thorough knowledge of care that needs to be provided by the nurses. They may be best in a position to understand the role of the nurse and delegate appropriate responsibilities to other users of the medical team. The role weaknesses are the chance that they may not be as highly respected as doctors or doctor assistants, and the lack of advanced training specifically in pathology and the physiology like medical professionals and doctor assistants often have. Overall, the role of the PNP-AC will be a highly functioning advanced practice role that can offer comprehensive and detailed care to his or her patient's and work as a productive person in the medical care delivery team.

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