| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "MEDICAL ETHICS DECISION MAKING": |
|
|
Medical Ethics and Decision Making, 2004.
An in-depth analysis of the medical profession and health care organizations, focusing on the ethics of cost control and the ensuing effects on medical decision making.
7,970 words (approx. 31.9 pages), 50 sources, MLA, £ 121.95
»
Click here to show/hide summary
Abstract
This paper discusses the revolution of accountability and assessment in the medical field and what it means for doctors in the United Kingdom and in America. The paper contends that doctors everywhere must deal with ethics, guidelines, and responsibility to their patients. The paper examines the issue of medical insurance and describes the dilemmas facing the doctor who has to treat patients according to their financial situation.
Outline
A New Revolution in Ethics
The Importance of Quality
Guidelines, Accountability, and Rapid Expansion
Controversial Issues and Ethical Behavior
Bioethics
Informed Consent
History of the Issue
Law Versus 'Common Sense'
The Strongest Cases
The Feasibility of Ethical Accountability
Ideas for the Future
Concluding Information
From the Paper
"In 1988, what many called the ?third revolution? in medical care came about (Dunevitz, 1999). The first revolution was after the Second World War, and this caused an explosion in the number of hospitals and doctors, as well as the research that went into the field (Dunevitz, 1999). Medicare and Medicaid were created and the field of medicine was growing so rapidly that it was hard to follow it and understand everything that was happening to it (Dunevitz, 1999). In the 1970?s, cost and how to contain it became more of an issue than the growth of medicine and not only employers but the government began to work against the costs that were getting out of control (Dunevitz, 1999)."
| |
|
Ethical Decision-Making, 2007.
A case study analyzing the ethical dilemmas involved in medication errors in a hospital.
1,299 words (approx. 5.2 pages), 4 sources, APA, £ 30.95
»
Click here to show/hide summary
Abstract
This paper presents a case study of a nurse who notices that a patient has been given an incorrect dosage of a drug by her team leader. The paper describes the values, ethical principles and legal rules that are involved in this case. It then goes on to discuss the options and alternatives that this nurse has and her possible course of action. The paper suggests that if the hospital has clear guidelines, many ethical dilemmas can be avoided.
Table of Contents:
Introduction
Ethical Situation: A Dilemma
Values
Reactions
Ethical Principles
Legal Rules
Options and Alternatives
Course of Action
Action Plan
Evaluation
From the Paper
"The incident must be reported. The first reason for this is that the nurse must "always use the patient's perspective as a starting point" (CNO, 2004, p. 5). The wellbeing of the patient is always to be the top priority for any nurse, over all other considerations. Secondly, the nurse is morally accountable, and this does not mean making what other individuals would believe to be the right decision. Instead, "it does mean being able to defend and justify whatever decision one makes" (Yeo & Moorhouse, 1996, p. 31). There is a good reason for reporting the incident, which demonstrates the importance of accountability. Legal rules and guidelines focus on ensuring competency, quality, and safety to patients. The nurse, as a professional, must make decisions and act on those decisions which are concerned with independent practice and collaboration (Keatings & Smith, 2000)."
| |
|
Medical Decision Making and Research, 2006.
A research paper on parental authority limits in medical decision making and medical research.
5,086 words (approx. 20.3 pages), 17 sources, MLA, £ 90.95
»
Click here to show/hide summary
Abstract
This research paper describes the Western medical approach to patient treatment which requires that the patient be informed of his illness and arms him or her with the autonomy to choose the kind of care and treatment he or she will have. The paper further takes a look at the history of this medical doctrine in the United States and its implications for parental authority regarding medical decision making and research.
From the Paper
"A physician who makes a diagnosis of a diseased condition, which means a short and painful life for a patient must make a choice of outright informing the patient of his condition, discussing treatment options with his or her family in the absence of the patient, or discussing the condition and the options with the patient's family and in his or her presence (Veatch 2002). Cultures differ in determining the option among these three. Since the era of liberal biomedical ethics in the 70s in the United States, the focus has been the competent patient. In the East, traditional Europe and Latin America, the family makes that decision, whether the patient is present or involved, and especially in terminal disease conditions, such as cancer. Western cultures, particularly American, uphold the ideology of liberal individualism, which gives priority to the patient's own decision and which embodies the doctrine of informed consent. The doctrine requires that the patient be informed and arms him or her with the autonomy to choose the kind of care and treatment he or she will have. This means that it is unethical and illegal to submit the patient to treatment options without his knowledge and consent and that the right to accept or refuse the options is reserved to him or her alone (Veacth)."
| |
|
Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, £ 36.95
»
Click here to show/hide summary
Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
| |
|
Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, £ 56.95
»
Click here to show/hide summary
Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
| |
|
Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, £ 176.95
»
Click here to show/hide summary
Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
| |
|
Decision-Making, 2002.
An examination of the three major theories decision-making.
2,650 words (approx. 10.6 pages), 10 sources, £ 69.95
»
Click here to show/hide summary
Abstract
This paper provides an examination of the modern theories of decision- making. In this paper, the term decision-making refers to the process of achieving a desired outcome or outcomes through a group, rather than through the motions of an individual or a group. The implication of an analysis of group decision- making process is therefore extremely useful in respect to business strategies and social dynamics. This paper examines the decision- making process through addressing the origins and history of decision- making, as well as three specific examples of decision- making.
| |
|
PMI Decision-Making Tool.
This paper discusses Edward de Bono's Plus/Minus/Interesting (PMI) decision-making technique, which can help managers to effectively improve their decision-making.
1,015 words (approx. 4.1 pages), 5 sources, APA, £ 24.95
»
Click here to show/hide summary
Abstract
This paper explains that planning using the PMI technique (1) gives managers a standard of measurement, thus allowing managers to determine if goals are being met; (2) helps managers to transform values and beliefs into specific coherent actions; and (3) allows limited resources like budgets and human resources to be committed in the most efficient manner. The author points out that, in the PMI technique, the T-chart is divided into three sections: plus (good points), minus (negative points), and interesting sections (points that are neither specifically good nor bad, but applicable, interesting, or have extended implications for the decision). The paper relates that the PMI may not be especially useful when a manager has few or no prejudices regarding a specific decision and already has a broad and nonjudgmental understanding of the problem; when a manager has strong existing biases, the PMI is especially useful.
From the Paper
"Small and large businesses, for profit and non-profit organizations, high technology and manufacturing businesses all require good decisions to be viable and successful. Further, in today's fast-paced and complex business environment, managers are often faced with difficult and sometimes seemingly unsolvable problems. As such, managers require decision making tools and techniques that are effective across a wide variety of situations. The Plus/Minus/Interesting (PMI) decision-making technique is one of most valuable and simple tools that managers can use to make effective decisions. Developed by Edward de Bono in his 1982 book, de Bono's Thinking Course, the PMI is essentially a thinking tool (PMI Edward de Bono's) that amplifies and improves on the common pro and con lists that many people devise."
| |
|
Strategic Decision Making, 2007.
This paper investigates how senior management influences peers to adopt cultural change within a decision-making context.
5,854 words (approx. 23.4 pages), 7 sources, MLA, £ 99.95
»
Click here to show/hide summary
Abstract
The paper reveals that the strategic decision-making process is an essential part of the success of a company. The paper looks at factors such as risk tolerance and cultural background that influence the decision. The paper explains that risk tolerance is used to measure how many risks a business is willing to assume in the carrying out of organizational goals. The paper explores the role that cultural background plays in the decision-making process and shows how in certain cultures, the decision-making process can almost be predicted based on the cultural norms of the society. The paper concludes that that risk tolerances and cultural background influence the decision- making process of senior managers.
Outline:
Introduction
Strategic Decision Making and its Importance
Risk Tolerance
Cultural Background
Conclusion
From the Paper
"Strategic decision making is what separates successful companies form companies that are not successful. At every level of management that are decisions that must be made to ensure that the company is performing in the manner that it is capable of. With this being understood senior mangers have a unique responsibility in that the decisions that they make impact the decisions that lower level managers make which in turn affects the performance and direction of an entire company. As a result of this cause and effect relationship it is also essential that the strategic decisions that are being made are in congruence with the strategic goals and objectives that have already been established by the company."
| |
|
Medical Ethics, 2004.
This paper discusses, by assailing deontological ethics and virtue ethics and defending utilitarianism, a medical ethics case in which the medical professionals must decide whether or not to perform gender-altering surgery.
2,485 words (approx. 9.9 pages), 8 sources, APA, £ 53.95
»
Click here to show/hide summary
Abstract
The paper explains that utilitarianism states that the morality of a surgical gender assignment can be derived as an outcome that would be considered either good or bad; the overall morality of the philosophy and procedure would then be determined based on the positive or negative outcome. The author points out that medical ethics does not fall under deontological ethics because the philosophy states that there are absolute right and wrong answers for every case. The paper relates that, in a situation like surgical procedures, the solution to any problem must be derived on a case-by-case basis and, therefore, cannot have one universal truth; doctors do not have the freedom to decide the future of the newborns without statistical proof that their decision will benefit the child.
From the Paper
"In this scenario, the surgery for many years was considered as a good alternative to going thorough life deformed. In the case study, it was uncovered that the twin John/Joan, as she aged, was not at all happy with her situation after it was documented in medical journals as a highly successful pro-surgery example. The results of the case study for the twin John/Joan was completely wrong and could even be considered a serious act of malpractice. The twin?s brother even said that his medically altered sister was very manly throughout her early years and even suggested that she always wanted to be a garbage man. ?At the age of six or seven, Joan told her brother she wanted to be a garbage man: "Easy job, good pay."? Since the twin John/Joan?s case was the basis for surgery in the majority of cases, it also should be the basis to not perform the surgery from this point forward. The utilitarianism moral issue now says the medical community should not perform the surgery in the bulk of the cases and it is also morally wrong to withhold the fact that the surgery was performed."
| |
|
Decision Making in the Workplace, 2004.
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
937 words (approx. 3.7 pages), 2 sources, APA, £ 23.95
»
Click here to show/hide summary
Abstract
One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company?s philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper
"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
| |
|
Decision-Making Process, 2004.
An analysis of how personal, organizational, and cultural values can affect the decision-making process.
848 words (approx. 3.4 pages), 3 sources, MLA, £ 21.95
»
Click here to show/hide summary
Abstract
Whether they are personal, organizational, or cultural values, these values not only define ethically acceptable boundaries for the decision-making process, but also steer the individual towards the most socially accepted decision. Given this significance, the paper discusses how cultural values affect the decision-making process. The paper explores the relationship between organizational values and personal values and investigates how this affects decision-making and organizational commitment. Finally, the paper examines an example of how core values in the United States Air Force affect decision-making for its troops .
From the Paper
"Finegan (2000) investigated the relationship between organizational and personal values and how these affected the decision-making process, as well as organizational commitment. Both employees and organizations share one fundamental characteristic, ?values?. These evaluative standards are used to discern between ?right? and ?wrong? or to assess the importance of preferences. It is not surprising that an employee would be more comfortable working in an environment that is consistent and supportive of his or her own personal values. And, as anticipated, through the use of hierarchical multiple regression analyses, Finegan found that an employee?s perception of organizational values positively affected their commitment level. When personal values align with organizational values, the employee is typically more devoted and more productive. However, in addition to this commitment level, aligned values positively affect the decision-making process as well, which also positively affects productivity."
| |
|
Group Communication and Decision-Making Methods, 2007.
A discussion regarding group communication and effective decision-making methods.
1,828 words (approx. 7.3 pages), 4 sources, MLA, £ 41.95
»
Click here to show/hide summary
Abstract
This paper provides an introduction to group-decision making methods and models. The paper reviews the best decision-making strategies groups can utilize to realize effective solutions to complex problems. The paper further explains how problem-solving methodology is utilized to reach consensus decisions among small groups.
Outline:
Introduction
Overview of Group Decision-Making Methods
Best Decision-Making Tactics
Problem-Solving Methodology in Group Settings
Cooperative and Competitive Group Resolution
Describe Group Issues in Creative Problem Solving
Behavior in Group Settings
Conclusion
From the Paper
"In a small group setting group processes that require improvement include situations where full group participation is not realized, especially when a majority vote is required for consensus. Other examples of situations where small group processes require improvement include those where unresolved arguments or conflicts exist that prevent group members from communicating clearly and addressing relevant issues at hand (Johnson & Johnson, 2000). In a small group process it is best not to consider certain members of a group or the majority as "winners" compared to the minority that may lose as "losers" as stated by Johnson & Johnson (2000) for this may "reduce the quality of the decision" (Foundation Coalition, 2007) and diminish the effectiveness of the resolution. Competition should not be the primary focus of a group decision-making setting because this will not lead to solution-oriented thinking. Rather than focusing on the problem that requires solving, group members are more likely to entertain themselves with methods they can employ to "win" other members of the group to their line of thinking or problem-solving methods."
| |
|
Non-Profit Organizations and Decision-Making, 2008.
An analysis of decision-making and leadership skills in a non-profit organization.
3,507 words (approx. 14.0 pages), 22 sources, APA, £ 69.95
»
Click here to show/hide summary
Abstract
This paper analyzes how better decision-making can assist non-profit organizations. It discusses the areas of systems thinking, action research and intergovernmental relations with respect to decision making in non-profit organizations. The paper then looks at these issues in terms of theory, research and practice for the organizations.
Outline:
Action Research And Decision Making
Decision Making And Systems Thinking
Leadership
Conclusion
From the Paper
"Additionally, evaluating systems or taking action based on the results of research supports the function of the organizational leader as a "hands-on" element of the company. When the leader is also a manager, this "hands-on" approach is supported by a thorough understanding of the issues that impact non-profits and the resolutions that may be required to achieve the optimal results. The research indicates, therefore, that throughout the business world leaders are a significant factor in the success of the organization. In the non-profit sector, however, manager-leaders are preferred because of the combination of professional traits that will support the ability to overcome obstacles identified in relation to the organization. The research also indicates that two important functions of leaders are to facilitate action in response to issues and to motivate stakeholders to support those actions on a continual basis. Both action research and systems thinking allows effective manager-leaders to take action that leads to accurate decisions, while at the same time ensuring that there is widespread support of those decisions by all organizational entities."
|
|
|
