1. What ethical pressures are present in this scenario?
In this scenario, Sally faces an ethical dilemma because she is caught between two entities that she really values. On the one hand, Sally values her job and the company, and she does not want to cause them unnecessary damage. On the other hand, Sally cares about the community, and she wants people to be safe. Sally appears to find it difficult to reconcile these concerns. Moreover, regardless of her decision, Sally is likely to damage one of the two entities she cares about.
2. If you could advise Sally about how to manage ethics in this situation, what would you say? Explain.
I would say that Sally should contact the newspaper and make the story public. Sally has already contacted the company, and she gave them a chance to rectify their mistakes. However, they decided not to take responsibility for their actions. This is their decision, and it makes them responsible for whatever punishment they receive. Moreover, Sally knows that this practice is illegal, and as a responsible citizen, she has to follow the law.
3. What potential risks does your recommendation pose if Sally were to follow your advice?
Sally could face many risks because of this decision. The company is likely to know that she is responsible for making the story go public. This could cost Sally her job. Depending on the seriousness of the situation, the company might close permanently, leaving many people unemployed, including Sally herself.
Answer: Physical movement and energy
Explanation:
Answer:
A. Serotonin levels are low, and by increasing serotonin, the patient will have an increase in happy feelings.
Explanation:
I calculated it logically
Answer:
B. Antibiotic B will compete with antibiotic A, making it more likely for bacteria to evolve
antibiotic resistance.
Explanation:
A Drug Trend report published in 2009 had predicted continued price increase among traditional branded and biotech drugs that lack generic competition. Now, further, CMS has reduced its Average Sales price (ASP) margin from 6 percent to 4 percent for non-pass-thorough. This has affected pharmacy reimbursement. However, there are certain other aspects of Pharmacy Billing that can affect reimbursement and thereby the Revenue Cycle Management (RCM) process if not well implemented.
1. Data Workflow:
Recognizing how the revenue cycle works in pharmacy is very essential. Procurement to Inventory, billing and reimbursement involves purchase of medications, their storage, and method of dispensing, how they are administered, way they are coded & billed, and finally reimbursed. If the drug is covered as a pharmacy benefit, or the payer needs that to be obtained via a specialty pharmacy as identified through patient-specific benefit verification, then here both the provider and the pharmacy are part of the reimbursement process. The physician writes a prescription and orders the drug. This is followed by the pharmacy that fills the order and issues the drug to the physician, CMHC, or hospital outpatient department. Here the pharmacy bills the insurance company for the drug. If any information is entered incorrectly into the pharmacy system in the initial phase of the cycle, errors can prove to be costly, impacting aspects of clinical and revenue cycle.
2. Procurement:
During this phase information is converted from purchased quantities and pricing to storage units of measure (UOM) and inventory costs. Manually entering the data is followed in most cases. UOM conversions, when data is uploaded from the wholesale distributor to the pharmacy system, are also checked and verified manually. Here too mistakes can lead to breakdown in the revenue cycle management (RCM) process.
3. The Charge master:
Critical & substantial revenue leakage can occur when separately reimbursable medications are either missing from or miscoded in the charge master. Conversion of pharmaceutical quantities is a must from purchased amounts to patient-administered amounts, and only then made billable. There is often a difference between dosage amounts required for patient use as from that purchased. Besides inventory, the clinician and pharmacist should convert dosage, strength, and delivery mechanism for each drug. Drug data must be correctly converted from the quantities residing in clinical systems into the payer-billable quantities appropriate for the financial system or charge master. The UOMs must be reconciled to avoid any under- or over-payments. More than often, missing or incorrect data in the charge master can result in negative financial consequences – denied claims, partial reimbursement, and compliance risks.
4. Linkages between Purchases & Billing:
Most hospitals have separate processes to order drugs, administer them, and process reimbursement. Without linkage between pharmacy expenditures for medications (i.e., spend data) and the charge master, ensuring proper charge capture and optimal reimbursement is a challenge. Besides hospitals should have automated tools to identify charge capture errors precisely, so as to pinpoint when and where their occurrence to decreasing revenue loss.
