Clima Organizacional y sector de pertenencia: un análisis de la percepción de los empleados de entidades deportivas / Organizational climate and belonging sector: An analysis of the perception of the employees of sports organizations

El Clima Organizacional afecta al rendimiento del personal de las organizaciones y, en consecuencia, al rendimiento de la propia organización. En el ámbito de la gestión deportiva, pocos estudios han abordado el análisis del Clima desde una perspectiva comparativa considerando los tres sectores implicados en la gestión del deporte: público, privado y asociativo. La motivación del presente trabajo surge como consecuencia de esta carencia observada. Para ello, se obtuvo una muestra de 303 empleados de organizaciones deportivas de los tres sectores a los que se le administró el cuestionario de Clima PSCLADE C23/6 (García-Tascón, 2008). Los resultados muestran una percepción del Clima significativamente inferior por parte de los empleados de la administración pública con respecto a los del sector privado y asociativo. Como conclusión, observamos que, aun compartiendo objeto, el sector de pertenencia provoca importantes diferencias en la percepción de Clima, y evidencia potenciales áreas de mejora

The organizational climate affects the performance of the staff of organizations and, consequently, the performance of the organization. In the field of sports management, few studies have addressed climate analysis from a comparative perspective considering the three sectors involved in sports management: public, private and associative. The motivation of this work comes as a result of this observed deficiency. To do this, a sample of 303 employees of sports organizations of the three sectors was obtained, and the Climate questionnaire PSCLADE C23 / 6 (García-Tascon, 2008) was administered. The results show a significantly lower climate perception by employees of public administration with respect to private and voluntary sector. In conclusion, we note that, while sharing object, belonging sector causes significant differences in the perception of Climate, evidence and potential areas for improvement

Collaborative drug therapy management services and reimbursement in a family medicine clinic.

PURPOSE: The legislative and regulatory issues surrounding the reimbursement of pharmacists for cognitive services are reviewed and billing practices for a pharmacist-physician collaborative drug therapy management service (DTMS) in a family medicine clinic are examined. A case study is offered to illustrate the real-world application of these practices. SUMMARY: As regimens of prescription medications have become more complex and the potential for adverse drug reactions and interactions has increased, the need for individualized optimal drug therapy and drug-therapy experts has grown. Pharmacists, who are professionally trained to be an integral part of the medical team, are well prepared to ensure optimal drug therapy and medication safety for patients. Consequently, collaboration between physicians and pharmacists can lead to improved patient care and reduced medication errors. The following 10 steps are recommended for establishing a successful collaborative DTMS: (1) establish a working relationship with physician colleagues, (2) assess the needs of your patients, (3) draft collaborative DTMS protocols and agreements, (4) apply for credentialing status within your health organization, (5) consult the billing office staff at the clinic, (6) design a clinic-encounter form, (7) identify and train support personnel, (8) allocate resources, (9) advertise the DTMS, and (10) evaluate and improve your service. CONCLUSION: Establishing a DTMS presents many challenges and obstacles, but they should not lead to discouragement. Rather, pharmacists should be diligent and continue to explore ways in which they could provide optimal medication therapy to patients through appropriate channels that also facilitate reimbursement.