Therapeutic Hypothermia Essay Example | Topics and Well Written Essays - 2500 words

Therapeutic Hypothermia - Essay Example This is so because paramedics who usually have to treat such patients initially do not have sufficient therapeutic means to stymie this neurologic damage process during ischemic conditions. Mild hypothermia () have been induced in patients with cardiac arrest as a therapeutic means for protecting the brain against the global ischemia that usually accompanies open-heart surgery (Nolan et al, 2003). This therapeutic means was available since the late 1950s after which it was discontinued for some time because there was indefinite indication of benefits to patients (Nolan et al, 2003). Much later, this means has again been reintroduced in the context of cardiac arrest for a select group of patients and there are positive indications that when this therapeutic means is used after return of spontaneous circulation after cardiac arrest there is improved functionality and preemption from histological defects to the brain. This is true of a number of animal models, including the human one (Nolan et al, 2003). ... gh stringent and complex inclusion criteria in Europe and Australia has established that neurological outcomes (ability to live independently and work at least part-time, etc.) are selectively available for groups of patients free from certain pathological complications (Nolan et al, 2003). Nevertheless, there are significant adverse effects that entail more research on the treatment option (Nolan et al, 2003). Mechanisms of action of induced moderate/mild hypothermia primarily include reduction of cerebral metabolic rate for oxygen @ 6% for every degree (Celsius) fall in temperature >. This reduces chances of mitochondrial damages and apoptosis from decreased production of free radicals, excitatory amino acids and calcium shifts (Nolan et al, 2003). External cooling techniques to induce mild to moderate hypothermia include use of cooling blankets, application of ice packs to groin, axillae and neck, use of wet towels and fanning and use of cooling helmets (Nolan et al, 2003). Recent internal techniques such as intravenous infusion of crystalloids and intravascular heat exchange devices are beginning to become available (Nolan et al, 2003). Since it is found that though extracorporeal techniques are efficient they are too invasive for use in prehospital treatments and most emergency departments this paper shall now discuss research on introducing a hypothermia therapeutic technique that is internal, safe, easily administrable out-of-hospital and cheap and includes infusion with selective crystalloids like common salt. This following section shall be deemed as the problem statement of the paper. Problem Statement: As has already been mentioned, the need for an internal technique that is not invasive and that can be performed safely and cheaply out of hospital and

CHANGE MANAGEMENT (CASE STUDY) Case Study Example | Topics and Well Written Essays - 2750 words

CHANGE MANAGEMENT ( ) - Case Study Example Organizations can be transformed by creating a new system in a new place with new personnel, or by renewing the old system in the same place with the same personnel. Critics admit that when change is conducted by taking the "renewal" alternative, it usually entails the positioning of a new top manager or top managerial team. In business organizations, Ford, like many other firms, created separate plants to develop new technology and new products. In total institutions, the creation of a radical new vision that really rehabilitates is possible by starting out with a new strategy, guards carefully chosen to be rehabilitators, and a new, dedicated staff. Ford is one of the oldest automakers in the world. The history of the company goes back to 1903 when the first converted factory was opened. Today, Ford is the second largest automaker with 17.5% market share. Historically, Ford sought to compete against the industry's leader, General Motors (GM), by increasing its presence in foreign markets. Ford's International Automotive Operations co-ordinates activities in twenty-six countries grouped in three principal regions (Europe, Latin America, and Asia Pacific). In the late 1970s, Ford produced outside the United States half of its worldwide vehicle production - compared with GM's one-fourth. The Ford Motor Co. has also been a leader in introducing or rapidly adopting technological innovations in the industry (Lessons In Change From Ford Motor Company n.d.). Henry Ford, the founder and president of the company, is considered the father of mass production. In the difficult decade of the 1980s, Ford showed its capability to rapidly adopt the Japanese system of production and to move faster than any other auto maker in seeking the integration of its operations on a global basis. The company was also a pioneer in the internationalization of production, as it was the first to open an assembly plant in Canada (1904), in Mexico (1925), and in many other countries. Historically, the company has had a leading role in developing an automotive capability in those countries, and its strategies have been characterized by its responsiveness to local government demands and its relatively high levels of export activity (Lessons In Change From Ford Motor Company n.d.; Ford Home Page 2007). The change process within the company is influenced by the industry requirements and competition. In order to survive and maximize profits, auto makers like Ford must comply with structural rules. Structural rules are derived from production technologies (hard and soft technologies) that are successful in producing cars efficiently. An automobile is a complex product, which consists of over 10,000 parts and requires multiple and complex processes for its manufacture. Mass production proved successful in efficiently producing automobiles, which explains that for almost seven decades, it determined the structural rules for the automobile industry. It is a complex system that needs to be understood in order to comprehend Ford's strategies. Where they existed, differences in strategy or goals between the US Big Three (Ford, GM and Daimler Chrysler) stemmed basically from each firm's ability to conform to the rules of competition and from its relative power position in the industry. Durin g 1990s, Ford had little room for designing