Rapid changes in the health care industry should be a top concern for health care administrators. According to John McDonough (2015), “We’re in the midst of the most exciting, dynamic, and scary time for American health care that we have ever experienced. So much change is going on every day on so many levels, making it increasingly important that people in key health care leadership positions find new ways to stay relevant within the ever-evolving landscape” (p. 1). As stressed by John McDonough, health leaders should intensely focus on organizational changes occurring now in today’s health care industry. The nation’s health care environment has been drastically changing, creating a difficult and demanding environment for health care administrators. …show more content…
Health care administrators are required to strategically plan for organizational changes to position their organization for future success. According to Al-Abri (2007) leaders must have the capability to understand the change process within health care and issues that are involved with it in order to manage change and improve efforts effectively. Furthermore, Narine and Persaud (2003) offer five key strategies needed to implement a successful change management program in today’s complex health environment: 1) ensuring organizational readiness for change, 2) surfacing dissatisfaction with the present state 3) communicating a clear vision of the proposed change, 4) promoting participating in the change effort, and 5) developing a clear and consistent communication plan. In order to have the capability stressed by Al-Abri and properly use the strategies suggest by Narine and Persaud, today’s health care administrators must understand the current health care environment. Only by understanding how current trends are shaping the health care environment can administrators successfully and efficiently prepare for the future of their
The NHS change model was selected due to the well-defined stages and clear guidance the model offers, with the added benefit of it being NHS focused. Consisting of the values of the NHS strives to adhere to and developed to aid with the understanding of leadership within healthcare. The NHS change model states leaders who are implementing change are required to utilise all dimensions of the change model to successfully
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
This requires a structured approach to execute such plans. Mitchell (2013) identifies different types of change theories that can be utilized in an organization to affect changes. Such as (1) Levin change theory (1951) this comprise of unfreezing, moving and refreezing, (2) Roger change theory involves awareness, interest evaluation trial and Adoption, and (3) Lippitt’s theories. This theory is mostly used by nursing, it has four distinct stages; the assessment, planning, implementation and evaluation. The use of any of these theories is dependent of the type of leadership style and leaders, and the leaders have to evaluate their skill strengths and weaknesses prior to initiating changes in the organization. This is because skills are required aspects that have a great consequence on the change project outcome (Mitchell,
As I began watching Reinventing Healthcare-A Fred Friendly Seminar (2008), I thought to myself, “man, things have changed since 2008.” And as the discussion progressed, I started to become irritated by how little had changed. The issues discussed were far-reaching, and the necessity for urgent change was a repeated theme. And yet, eight years later, health care has made changes, but many of its crucial problems still exist.
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
Organizations in the healthcare system face consistent change and must be ready to perceive and adapt to the new environments. As someone who desires a career in healthcare and also utilizes health services, being aware of the current issues is critical to making informed decisions. This is especially vital for situations where my decision impacts not only myself, but others in the community. In the previous section where I outlined my short-term goals, these pertained specifically to my individual growth. My long-term goals contribute to a growth mindset in the future, but also allows me to be meaningful with the organizations and clients I work with. The outcomes I want to create in my role are not for my personal growth, but elements that contribute to the foundations of an organization for it to continue thriving in the future irrespective of my presence. My desire to utilize my skills and better the lives of others through my professional career is how I believe the Health Administrative Fellowship at Novant Health will help me achieve my
According to the case study, “Leaders can examine their departments' alignment to achieve organizational goals at four different levels. In terms of scope, from most extensive to least extensive, these four levels are re-engineering, restructuring, work redesign, and job redesign.” The constant change in health care delivery systems affects HIS departments and it trickles down to employees. According to the case study, there must be a corresponding realignment of goals to match these changes in order to prevent adverse effects on employee performance. Health information managers must perform detailed analysis before an impending change to make sure it does not result in worker overload, which can create unrealistic and unachievable goals. All job related functions are goal oriented, and thus, any change of function must be accompanied with a relative change in goal. Goal misalignment can generate added stress and job dissatisfaction. The case study suggests that goals must be influenced by a thorough examination of sector changes, organizational changes, and employees' perceptions.
Contemporary US healthcare faces multiple challenges that require strong leadership in order to bring about the necessary changes that will address these challenges
In this article, I will be providing an outline to Healthcare Administration. You will be informed of the various roles we play in the healthcare community on a whole. You will also learn what are the criterias of becoming an Healthcare Administrator and the necessary Certification that is required to be successful in this field as well as land in a advanced role in the healthcare industry. I will also touch base on what my career goals are and provide insight on where I see myself professionally within the next 5 years.
The first point will require healthcare facilities to provide continuing education, mentoring or preceptors to new management staff. I will outline the job description and new responsibilities required for an effective leader. The second point deals with cost management investing in the future of your employees for long term success. Will healthcare facilities invest in their employees? The third point will deal with decrease in staff turnover and increasing patient care and satisfaction
Quality health care is precipitously deteriorating amongst the nation’s health care industry. The health industry trends of high turn over rates amongst staff and important key employees are creating a rift in profit margins, decreasing patient quality care, triggering higher expenses and loss of patients (Hunt, 2009). In the “Best Practices in Health Leadership Talent Management and Succession Planning” case studies, presented by the National Center for
Anderson, P., & Pulich, M. (2002, December 2002). Managerial Competencies Necessary in Today's Dynamic Health Care Environment. Retrieved June 25, 2007, from EBSCOhost.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
As a future healthcare leader, I will start by collecting data on the health of the community that my organization serves. I will develop a five-step program to contribute to public health efforts within my organization. My five-step program towards public health will involve monitoring, diagnosing and investigating, informing and educating, partnering, and researching. I will monitor the health indicators of my community and be aware of health needs and disparities. I will seek to identify hazards through research and analysis and diagnose root causes. Once root causes are recognized, improvement is possible. It is