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Leadership in the hospital setting
Leadership in the hospital setting
Leadership in the hospital setting
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A Deming type of organization will heavily rely on effective and knowledgeable management. Transforming health care organizations from the common management into Deming’s organization is a matter of knowledge acquisition. Deming argues that even the most consistent and best of efforts will bring no improvements. He asserts that if such efforts are not guided and accompanied by knowledge will worsen the state firms are currently in. He strongly alludes that what is most need is purely knowledge. Nothing can substitute that. In an attempt to improve the living standards of the society, trade must happen and the world assumes the actual market. However, trade is all about quality. Our current problem is basically education and the fact that we …show more content…
Health care organizations are in similar sector as Disney both meeting different emotional needs. Just as Disney meets the emotional needs of families having fun together, hospitals meet the emotional needs of family to connect (Lee, 2013). Similar to Disney, hospitals do not provide services but experiences. By developing a culture where patients enjoy the compassionate attitudes and authentic concerns for their wellbeing by the doctors, a remarkable experienced is created. Hospitals staff will in turn built capacity for empathy and compassion that would strike the patient’s heart. The experience will eventually earn the patient’s loyalty (Thomas, …show more content…
In my understanding, management has had only to do with preserving the current status of thing so that today’s methods of production are upheld even tomorrow. The process of managing things. However, as Deming and Lee point out, management and leadership must be innovative enough to look into the future and examine if today’s methods will be relevant tomorrow to yield even more results. Effective management and leadership calls for flexibility to ensure that changes are welcomed and any adjustments deemed necessary are taken into consideration so as not to miss out on any opportunity
In the healthcare system many times patients are just patients and appointments are just appointments. The outlook on the patients and appointments all depends on the area of practice and the health professional themselves. Working in the emergency department, the nurses and doctors there typically do not see the same patient more than once and if they do the chance of them remembering them is slim to none just for the simple fact of the pace of the department. When it comes down to Physicians in the hospital setting, the care is not just quick and done. Great patient to healthcare professional relationships are formed and for some it may feel as if they are taking a “journey”(209) with their patients as they receive their medical care. This essay will be based off the book Medicine in Translation: Journeys with My Patients by Danielle Ofri, in which Ofri herself gives us the stories of the journeys she went on with several of her patients. Patients are more than just an appointment to some people, and when it comes to Ofri she tends to treat her patients as if they are her own family.
According to Fred Lee (2004) hospitals use clinical results and process improvement as a gauge of quality as this data can be readily measured and objective. Conversely, patients judge the quality of care by individual perception. Therein a gap of what the patient’s perception of quality care and how the healthcare providers perceive quality of care is created. The purpose of this paper is to discuss the Gaps Model of Service Quality while comparing the findings of the work done by Fred Lee in the book, If Disney Ran Your Hospital: 91/2 Things You would Do Differently.
Healthcare is one of the most dynamic industries in our great nation. To truly understand just how dynamic the industry is, one needs to understand that healthcare in and of itself is a living, breathing industry that is ever changing and conforming to meet the ideals set forth from a broad group of stakeholders. When one looks at the evolution that healthcare has undergone in the past 165 years, the picture of the true dynamics of this industry is painted. One must take this evolutional history into account when looking at the next ten years in our industry. When looking at these evolutional processes, one can see that the systems have changed as our country and its people have required it to (Williams & Torrens, 2008). When looking at how this industry will change or evolve over the next decade, one can ascertain that it will be by the demands of those involved that change will come.
Working in the health care industry takes a lot of courage and patience in order to deal with different individual’s personalities and to be equipped to handle stressful situations according to the issues at hand. As a senior consultant at the Practical Health Care Consulting firm, my supervisor has instructed me to spend three months at the Caring Angel Hospital. While at the hospital there are a few tasks for improving the quality of care, adding value to the organization, improving employee morale, etc. Although these obstacles will be a challenge, there is an opportunity for improvement. This will allow the Caring Angel Hospital to increase revenue and accomplish the goals that are established.
After visiting my grandparents several times I began to explore the hospital floor. Although shy at first, I began to talk with the patients and better understand their situations and difficulties. Each patient had his or her unique experiences. This diversity sparked an interest to know each patients individualized story. Some transcended the normal capacity to live by surviving the Holocaust. Others lived through the Second World War and the explosive 1960’s. It was at this time I had begun to service the community. Whenever a patient needed a beverage like a soda from the machine or an extra applesauce from the cafeteria, I would retrieve it. If a patient needed a nurse I would go to the reception desk and ask for one. Sometimes I played checkers or chess with them during lunch break. I also helped by mashing their food to make it easier to swallow. Soon, however, I realized that the one thing they devoured most and had an unquenchable thirst for was attention and the desire to express their thoughts and feelings. Through conversing and evoking profoundly emotional memories, I bel...
I had been in hospital rooms many times before, but this was the first time that I was the patient anxiously awaiting their results. I sat on the hospital bed and nervously kicked my legs back and forth as I stared at the door, willing the doctor to walk through it. After a long wait I grew tired of this, and shifted focus to my surroundings. I had been admitted to Scottish Rite hospital, a branch of the Children’s Healthcare of Atlanta. Being a children’s hospital meant that the nurses wore cartoon print scrubs, the walls were painted in bright colors, the televisions were always turned to either Disney Channel or Nickelodeon, and everyone treated you like royalty. They did everything they could to mask the fact that it was indeed a hospital. However, I was too old to be fooled. I knew exactly where I was and what that meant, and that was that nothing good could come from being here.
The present environments for healthcare organizations contain many forces demanding unprecedented levels of change. These forces include changing demographics, increased customer outlook, increased competition, and strengthen governmental pressure. Meeting these challenges will require healthcare organizations to go through fundamental changes and to continuously inquire about new behavior to produce future value. Healthcare is an information-intensive process. Pressures for management in information technology are increasing as healthcare organizations feature to lower costs, improve quality, and increase access to care. Healthcare organizations have developed better and more complex. Information technology must keep up with the dual effects of organizational complication and continuous progress in medical technology. The literature review will discuss how health care organizations can provide effective care by the intellectual use of information.
This theory “Focuses on the human component of caring and the moment-to-moment encounters between the one who is caring and the one who is being cared for, especially the caring activities by nurses as they interact with others” (Kearney-Nunnery, 2016, p. 49). Healthcare systems have been focusing more on curing than caring. The costs of non-caring are quality, safety and medical errors. Inadequate staffing further distances the relationship between nursing and patients. When the patient feels like an object, they become dissatisfied (Pajnkihar et al., 2017). If management can apply a caring approach to administration, they will see the benefits of nurses spending more time with patients. This restores nursing to promote wholeness and healing. Focusing on a caring approach promotes adequate staffing to facilitate the nurse patient
Over recent years companies have become less dependent on paper and more dependent on technology. Take American Honda Motors for example; the Davenport Parts facility recently converted computer systems to more efficiently manage its inventory. Prior to its new system months of preparation was needed in order to ensure a smooth change over. Without the four basic functions of management all working together success would not have been possible.
"In everyday language usage, management refers to the people in organizations who manage, and to the activities they perform." (Fulop, Frith, Hayward 1992 p. 187) To be more specific, management is the process of organizing work activities with and through people to ensure the activities are completed efficiently and effectively (Robbins, Bergman, Stagg, Coulter 2006, p. 9). Through management, the goals of the organization or business are to be achieved. Henri Fayol, one of the most influential contributors to modern concepts of management, proposed that there are five primary functions for management, which consist of planning, organizing, commanding, coordinating and controlling. Nonetheless, the functions of commanding and coordinating have metamorphosed into leading (Crainer 2003).
1) Norman, V., Rossillo, K., & Skeleton, K. (2016). Creating Healing Environment Through the Story. Association of perioperative Registered Nurses, 104, 401-409. doi: 10.1016/j.aorn.2016.09.006. The article narrates the travel of employees in a hospital to generate a healing atmosphere for patients and staff groups at all levels by implementing Jean Watson’s Theory of Human Caring and her Caritas processes.
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Management - is the ability to achieve goals, directing effort and intelligence of workers and creating motivation for the behavior of people working in the organization. This is a dynamic element that supports the viability of each company. Without this element, "inputs" are only resources and never become production. In competitive edge, the viability of any enterprise and especially, its success is directly dependent on the experience and efficiency of management. Experience and ability to properly operate are the only advantages that the company has in competitive economy. Management - it is also a special class of leaders in the industrial society. We are no longer talking about «capital and labor», we are talking about «management and labor «.
Management is vital for any organisations regardless of the size and the types of the organisations. In general, management is defined as “the application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.” (John M. Ivancevish and Thomas N. Duening, 2007)