What Is a Good Doctor free essay sample

What is a good doctor? What makes a good doctor perfect? In the articles Phlebitis by Lair Eigther,The Doctors as Stranger by David Rothman, and the book The Spirit Catches You and You Fall Down by Anne Fadiman these authors state different situations and outlooks the patients were in. For instance the writers explored whether the patients had good medical treatment. Furthermore the authors view the disconnection between the doctors and the patients on how physicians should be able to train differently so we can enrich the relationship between the doctor and patient. Patients believe a good doctor is a doctor that is compassionate. A good doctor is a doctor who communicates with their patient, gives medical information and understands the culture, beliefs and the situation of the patient. For example my niece Gabriela De La Rosa was born without an ear, so her doctor was going to construct her left ear. We will write a custom essay sample on What Is a Good Doctor or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page My aunt doesn’t speak English just Spanish, my aunt had a hard time communicating with the physician. She came to my house a day before the surgery to ask me if I could help her translate, I gladly said yes. In Loma Linda Hospital her surgery was taken at eleven in the morning her doctor and nurses were ready for the surgery. Her doctor kept in touch with me every thirty minutes. The doctor gave us information about any complication, on every step they were doing. He kept in contact for the six hours my niece was in surgery. My niece’s doctor understood our culture because he was also Hispanic he knew that my aunt was passing thru a difficult time and understood her. After the surgery the doctor was checking on my niece at least 3 times a day. He was communicating with us and telling us how fast she was progressing and how she can go home tomorrow in the afternoon and she kept up the good work. This is a good doctor. A doctor that is doing his job on helping his patients in need. Additionally in the book The Spirit Catches You and You Fall Down Anne Fadiman writes about Lia who had good doctors and she was still suffering with her health. Fadiman forces us to question what makes a â€Å"perfect† doctor. A good physician is not a perfect one for example in the book The Spirit Catches You and You Fall Down Dr. Bill explain that the Dr. Neil is not a perfect physician â€Å"If Neil made a mistake, it’s because every physician makes mistakes. If it had been a brand new kid walking off the  street, I guarantee you Neil would have done a septic work up and he would have caught it. But this was Lia . No one at Merced Community Medical Center would have notice anything but her seizures. Lia was her seizures(Fadiman 256). The quote explains that if Dr. Neil was dealing with any other child off the street he would have done an extraordinary job and wouldnt have a difficult time with the pa tient is health, and understanding the culture and language. What is a bad physician? A bad doctor is one who views the patient as a profit but not a human. Therefore author Rothman states on his article that many doctors view the patients as profit not human beings that need medical help. For example â€Å"The Doctor Business , tell about an accident in which a young boy fell into a well ; after volunteers worked unstintingly for twenty four hours to dig him out, his parents took him to a local doctor, who proceeded to bill $1500 for his services† (Rothman 141). What Rothman explains that No physician has the right to refuse health care to anybody if they are not stable financially. Every patient has the right to have health care in any clinic, hospital, and emergency room. Another way of proving that a doctor is a bad doctor is by giving his patient the medication he believes it’s better for the patient. A doctor that believes on giving him the medication he believes is better for its patient. When the patient knows that the medication that was given to him was not helping his pain. For example referring back to Eightner article he states this â€Å"I asked that the Vicodin be changed to Naprosyn another nonsteroid pain reliever and anti-inflammatory drug comparable in effect to Ibuprofen. Eventually a nurse brought me some Ibuprofen. Perhaps if I had asked for ibuprofen I would have got Naprosyn† (Eighner 151). Eighner asked for certain medication to help him out on his pain but the faculty believes on giving him the medication they consider is better for his medical help he states if he would of asked for another medication he would of got the m edication he need . What is the patient’s bill of rights? Many Patients dont know what their rights are. Everyone has the right to health care in any clinic, hospital and emergency room the bill of rights form should be given to the patients so they could know and understand what their rights are. Eighner was one of the few patients that knew what his bills of rights were, but also had some knowledge of medication. Eighner was a patient that only had a watery swelling ankle that needed medical attention. Eightner’s rights were  violated by the faculty and doctors. Eighner was not allowed to view his medical chart, and he was given different medication. Doctors had lied to him about his medical condition. They also stated that if he left the hospital he was not going to survive because he had a deadly medical condition. Eigther realize the doctors were lying to him because the physician didn’t allow him to view his medical chart. For example Eighther remembered pointing out to Dr. Stalin when Dr. Velasquez said he could view his chart whenever he wanted. â€Å"I pointed out that he had been in the room when Dr. Stalin had said I could look at the chart whenever I wanted. He claims he had been called out of the room and had not heard her say that. Of course he had not been called out of the room. I knew for a fact he was there† (Eightner 153). Eightner rights were violated and his doctors were bad doctors because they lied about his medical condition. He was one of a kind patient that knew his bill of rights and notice on time that the doctors were lying to him . How can we change doctors training system? Society believes that doctors training system need to change because of the miscommunication with the patients and their culture. Fadiman doctors have misunderstanding of the Hmong culture. The book The Spirit Catches You and You Fall Down has several conflicts doctors vs. parents, parent vs. doctors, doctors vs. Doctors, miscommunication with each other. Physician had conflicts with Lia’s parents because of their culture, language and belief’s. â€Å"Merced Community Medical Hospital had not yet hired any interpreters, de jure or de facto, for any shift. At that time the only employee who sometimes translated for the Hmong patients was a janitor, a Laotian immigrant fluent in his own language, Laos which few Hmong understand; halting in Hmong; and even more halting in English. (Fadiman 25-26). This quote means that Merced Community Medical Hospital had not hired an interpreter to help doctors communicate with Lia’s Parent and the only person that would help them communicate would be there janitor. Additionally Fadiman had seen the conflict between doctors vs. parents, when Lia’s do ctor tried to apply a medication to her but her parents refused. The doctors called child services because they believed that Lia was safer in a foster home because they need to give her the right amount of medication, her patents were giving her too much or too little of it; it was never the right amount because of the misunderstanding of the language. For example  Ã¢â‚¬Å"Lia’s prescriptions had been changed so often, her parents might been more likely to give her, her medication since they would have been less confused and more confident that the doctors knew what they were doing (Fadiman 78).Lia’s parents had a difficult time giving her the medication because and Lias prescription was changed of often, he parents were most likely given her to much or too little of it. Parents vs. Doctors were having a difficult time because the parent thought the doctors were harmful. The Hmong’s fear doctors because they believe American Doctors would eat them after their dead. â€Å"When Hmong people die in the United States, is it tru e that they cut into pieces and put it in tin cans and sold as food† (Fadiman 32). The Hmong culture believed that American doctors cut them and sold their bodies in food cans after they were dead. The doctors vs. doctors were arguing that one was better than the other. â€Å"Later on when I figured out what had happen, or not happened on the earlier visits to the ER, I felt good. It’s kind of a thrill to find something someone else missed, especially when you a resident and you are looking for excuse to make yourself feel smarter than the other physicians†(Fadiman 27,28). Meaning one of the doctors that helped Lia before in the ER didn’t pay attention to Lia’s symptoms and bragging that you’re a great doctor in MCMC but Dr.Murphy diagnose her with epilepsy.Dr. Dan Murphy diagnose Lias seizures. Lia parents already know how to diagnose their daughter problem. They believe it was her spirit catches you and you fall down. Lias parents never knew that Dr. Dan had diagnosed Lia with epilepsy. Dr. Dan would have been surprised to hear they were caused by soul loss. What makes a good doctor good? One can conclude that even a good doctor can make mistakes and there is no perfect doctor even if it’s good or bad. All doctors have different way of doing their medical job. Every patient needs to know their rights so Doctors wont violate their right just like Eighner. Eighner is one of the few patients that knew his bill of right. How society wants to change the doctors training system so they could understand other cultures and be connected with its patients.

Essay on Diagnosing Organizations

Essay on Diagnosing Organizations Essay on Diagnosing Organizations Essay on Diagnosing OrganizationsThe process of strategic decision-making involves several important steps one of which is the analysis of the situation and current issues along with the diagnostic of the issue in the organizational context. Such diagnosis is necessary for developing a strategy for achieving key organizational goals and eliminating the gaps between existing organizational state and the desired state. In general, the process of organizational diagnostic involves four key steps: the entry phase, the phase of diagnosis, intervention and evaluation phase (Burton, 2004). The purpose of this paper is to provide an overview of existing organizational diagnostic models for the diagnosis stage, to consider the strengths and weaknesses of the models, to discuss several issues which Whole Foods Market is currently facing and to determine the best organizational diagnostic model for Whole Foods Market.Organizational diagnosis modelsThere exist different models of organizational diagnosis. Each of these models has its own strengths and weaknesses, and can therefore be applied in specific setting. It is not possible to rely one particular organizational diagnostic model because strategic analysis involves a variety of factors and the assumptions of one model might not be appropriate for the considered situation. Therefore, for an efficient organizational diagnosis it is essential to consider different models and to choose the one which is optimal for the particular organization and for the particular situation. In this paper, seven organizational diagnosis models will be considered:1.1. Force field modelForce field model was developed by Kurt Lewin (Cummings Worley, 2009). This model describes organizational change as the result of the impact of driving and restraining forces. The driving forces enhance the change and push the organization towards the change, while the restraining forces hinder change and create barriers for change (Cummings Worley, 2009). Lewin further offers a strategy for organizational change: identifying both types of forces, weakening the restraining forces, strengthening the driving forces (refreezing the organization), implementing the change and then enhancing the stabilizing influences (freezing the organization in the desired state) (Cummings Worley, 2009).The major strength of this model is its focus on action and change. However, the weakness of the model is its generic nature: the forces in the model are defined quite broadly and it is easy to miss important forces while analyzing an organization.1.2. 7S modelOne of widely used frameworks is McKinseys 7S model. It encompasses seven key organizational variables: shared values, skills, structure, style, staff, systems and strategy (Harrison, 2005). Shared values are viewed as a central component of the model, and the remaining factors are interrelated in a specific way. 7S model is shown on Fig. 1.A valuable finding in this model is the division of organ izational factors into hard structure, systems and strategy, and soft staff, skills, style and shared values (Harrison, 2005). However, the model does not account for external variables and factors, and therefore its use is limited.1.3. Likert modelLikert model also considers seven key organizational variables: motivation, interaction, communication, decision-making, goal-setting, performance and control (Alderfer, 2010). Furthermore, according to Likert model, there are four types of management systems which have different characteristics in the context of seven organizational variables. These four types include exploitative-authoritative, benevolent-authoritative, consultative and participative group management systems (Alderfer, 2010). Furthermore, Likert developed a survey for assessing the type of the management system based on 43 questions (Alderfer, 2010).This model is useful when it is necessary to assess the managerial aspects of organizational functioning, organizational culture, etc. The model also provides instruments for more precise identification of management system. However, this model does not address external factors, individual factors, etc., and can therefore be applied only for a limited range of situations.1.4. Burke-Litwin modelThe Burke-Litwin model encompasses the internal and external factors and the relationships between them in a systemic way. Internal factors included in this model can be divided into three layers. Layer 1 includes leadership, culture, mission and strategy; Layer 2 consists of such variables as structure, management practices, systems and work climate, and Layer 3 includes the match between skills and job, motivation, individual values and needs and performance (Burke, Lake Paine, 2008).The model illustrates how organizational outputs interact with the environment and eventually affect system inputs in the next feedback loop. Furthermore, the model shows the directions of relationships between factors. This mod el is very efficient for describing the dynamics of organizational functioning and can be used to assess complex cases of organizational diagnosis. Its possible disadvantage is the large volume of information required for organizational diagnosis.1.5. Leavitts modelThe model offered by Leavitt focuses on the structural elements of an organization and their interactions. Leavitts model includes four key types of organizational variables: task variables, structure variables, technology variables, people/actor variables (Espejo Reyes, 2011). Each of these variable types, according to Leavitt, is interrelated with other variable types. Therefore, a change of one variable causes the relevant changes in other three variables.This model is efficient for analyzing internal dynamics and for planning internal changes within an organization. At the same time, the relatedness between all four types of variables is a simplification of the reality, and this is a significant limitation of the mod el. Furthermore, Leavitts model does not take into account the impact of the external environment.1.6. Weisbord’s six-box modelIn Weisbords model, six internal categories are considered as the factors driving organizational development. These categories include purposes, structure, relationships, helpful mechanisms, rewards, structure and leadership (Grieves, 2010). The leadership is viewed as the central factor determining organizational change, and the other five factors are represented as interrelated pairs in Weisbords six-box model. Furthermore, this model considers the impact of the environment on the inputs of the organizational system and on its outputs.Organizational inputs considered by Weisbord include finance, ideas, people and technology, while organizational outputs include products and services (Grieves, 2010). For each of the boxes represented in the internal part of the model, Weisbord lists a set of questions allowing to assess organizational efficiency. Thi s model is highly useful since it takes into account both internal and external environment and categorizes internal factors into distinct and reasonable groups. At the same time, Weisbord disregards the fact that each of the boxes can be interrelated with other boxes, and therefore the relationships between internal factors in this model is simplistic.1.7. Congruence modelCongruence model is also referred to as the Nadler-Tushman model. This model combines the benefits of Leavitts model in the sense that it considers internal variables; it is also similar to Weisbords model as it takes into account internal and external factors as well as formal and informal organizational components. The inputs considered in this model include resources, environment, history and organizational strategy; internal variables include formal and informal arrangements, individual factors and task factors (Falletta, 2005). According to congruence model, outputs are classified into individual, organizatio nal and group outputs (Falletta, 2005).Nadler and Tushman considered strategic fit (congruence) between variables as a measure of organizational effectiveness. There are six dimensions of congruence in the model based on the pairs of internal factors (Falletta, 2005). This model efficiently models organizational environment since it accounts for different types of factors and takes into account their interaction and the process of change. For some situations this model might have an excess number of factors and variables, so its strengths can turn into weaknesses in the cases when in-depth analysis of all organizational factors is not required.Current issues faced by Whole Foods MarketThere are two major issues which Whole Foods Market should address in order to retain its market position. First of all, Whole Foods Market is pursuing an aggressive growth strategy which is efficient in the short-term perspective and leads to quick revenue growth, but might hinder growth in the middle -term perspective. Whole Foods Market is cannibalizing its sales due to opening new stores and engaging in horizontal market expansion (Carter, 2014). This issue is further aggravated by the increasing competition from private labels, from local farmers and small shops where organic foods can be purchased.The second issue faced by Whole Foods Market is its premium brand image: while such image allows to achieve high profits, middle and low-income customers perceive Whole Foods Market as expensive and purchase organic foods from smaller competitors (Carter, 2014). Whole Foods Market should focus on offering natural and organic foods to middle and low-income categories of customers and at the same time avoid brand dilution.Choice of optimal modelBoth issues described in the previous section relate to the interaction of the company with the external environment and the need for change for Whole Foods Market which emerges due to the changes in the inputs and external environment. Theref ore, the chosen model should include both internal and external organizational variables and trace the relationships between them. Among the considered models, Weisbord’s six box model, Burke-Litwin model and Nadler-Tushman congruence model satisfy these requirements. However, Weisbord’s six box model simplifies the relationships between the internal factors, so it is not likely to be a viable choice.In the case of Whole Foods Market, the chosen organizational diagnostic model should provide the guidance for organizational change and should also help eliminate the inconsistencies between the existing strategy and market position of Whole Foods Market and the desired market position of the company. Out of Burke-Litwin model and Nadler-Tushman model, the latter is more in line with the requirements since it allows to consider different types of organizational inputs and organizational outputs, allows to evaluate the strategic fit between internal factors and includes org anizational strategy as an input. Since it is currently important for Whole Foods Market to adjust its strategy to match the changing environment and to achieve strategic fit with its previous decisions, Nadler-Tushman congruence model is the optimal choice.

Ethical Theories, Principles, and Concepts Assignment

Ethical Theories, Principles, and Concepts - Assignment Example Medical staff may desist from helping patients in the event of occurrence of a disaster for fear of prosecution (Fremgen, 2009). The law provides a standard measure for an individual’s action and punishes lawbreakers. Whatever is punishable by law is immoral and unethical. However, the law permits actions such as manipulation and lying, which is morally offensive. The law set to regulate medical care aims at maintaining high standards of morality, which may not consider the anticipated good. Medical law and regulations allow for autonomy, which at times may make one make uninformed decision on a particular treatment procedure that could in turn affect the life of the patient and at times leading to loss of life. Some medical practices are justified in medical procedure  but are unethical and unethical. Therefore, the laws and regulations are a challenge other than a solution to the problem (Garrett, Baillie, & Garrett, 2010). The practice of medicine requires a proper understanding of the ethical philosophies and principles. The principals that safeguard it include among others the respect for autonomy. Autonomy provides the patient with the right to take well-informed independent choice without influence, and medical practitioners should obey the patient’s decisions. The principle provides for non-maleficence where the Hippocratic Oath applies (Fremgen, 2009). The doctor can only treat the patient according to what he or she knows best and avoid injuring the patient. The principle advocates for doing good to the patient. In this principle, the doctor must administer treatment to the patient without causing pain to the patient. Finally, the rule of justice must prevail. The medical care should be fair, reasonable, equitable and without preference (Fremgen, 2009). Utilitarianism is a philosophical theory that explains ethical practice to be for the good of the many.