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Manager and leadership in healthcare
Leadership in healthcare management
Manager and leadership in healthcare
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According to the performance and quality in healthcare organizations, it seems that they just rely on benefaction to improve their performance. But it’s not just the performance of service that matters, what about the patient satisfaction and all the department of the organization as well? What they need to do as a healthcare organization is work around the system and come up with a strategy so they can improve their performance in the healthcare system. Providing quality healthcare is hard, first the system has to go through the big challenge of reforming, and secondly the participation of every member in that organization is needed so they can sit together and think about what they can do to change the situation and how they can please everyone at the same time. However, it is going to be a lot of work but, they will need everyone including the chief of staff, clinical setting, nurses and the technologist as well. They need to take advantage of the all resources they have to improve …show more content…
To utilize their mission of the new system they need to start with confident like the reussit of their hard work, however, they need to be on the same page as the team, including the chief of staff through the patient and their family as well. After gathering all the information possible they need to know how they are going to apply them without diminished anyone. To introduced the new method to the public, the head of the organization need to educated their staff members such as, the clinical setting, managements, nurses and all others who formed the organization. By doing seminar, training, and any other strategy to help them with the transition, that will helped everyone be on the same page. The mission is to serve the public better with the new system quality of the healthcare, therefore, they need to make sure that everyone to be satisfied including the organization as
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
Given the long duration of patient quality problems, over ten years, at SGH, the communication plan may need to include not only the internal SGH stakeholders such as employees, but also external stakeholders both in the community, shareholders, and third party vendors. SGH is at greater business risk due to their previous attempts at improving quality and now potential lack of stakeholder confidence. Including stakeholders in the change management process allows the stakeholder’s viewpoint to coevolve with SGH to create a shared view of the change plan and how to measure change success (Windsor, 2010). Engaging with the stakeholders in change plan definition and focuses their energy on helping SGH with the change process, rather than undermining it (Windsor, 2010). Identifying all of the stakeholders for SGH, and engaging them in change communications and planning will assist SGH leadership in evolving the hospital towards a high patient quality
The government controls and regulates healthcare somewhat because healthcare organizations are in a position to take advantage of the elderly and sick so there are regulations that protects them. It seems as though healthcare facilities are being paid less for their services today. Some critical measures for the survival of a healthcare organization are to optimize performance and quality. Finding system-wide efficiencies and cost reduction healthcare will help. In order to get better and keep high quality and performance while still raising reimbursements, it is necessary and important to involve doctors with the ideas and plans for any management strategies.
Consequently, various leadership skills such as verbal and nonverbal communication will be used appropriately in this innovation as this innovation will take some months (Ellis and Harley, 2008). The use of different leadership skills will help the leader to manage the team by encouraging them; and teaching them about the significance of the new change within the healthcare and its importance in improving the quality of care provided and patients safety (Institute for Innovation and Improvement, 2006).
The key stakeholders for this system change, and to help implement the strategy on providing new patient navigators would be the financial director, chief nursing officer, floor nurses, the hospitalists, and a group of patients and their family. Identifying the key stakeholders is important because with providing new services to a health care facility this group of people will be responsible for accepting the strategy to put in place which includes adding a new job title, approving the salary and the number of people to be hired, on down to how each navigator will be trained and oriented. Although the patients and their may not have much choice in the beginnings of the process of the system change, they can have a say and impact on helping in figuring out the role, and where there are gaps in the care during stays at the hospital, as well as helping in the interview process.
They need to bring together all the middle to upper level managers who have knowledge on cost cutting and technology implementation and are distributed through several regions over the country and train them to improve their skills. The organization needs its upper level managers to be trained on interaction skills, they need to improve skills how to interact with other hospitals to impact the market strategies. Presidents of the hospitals need to be trained on KSA and implementing the new strategies. Presidents and managers at every level need to be trained in the implementation of the HRPS.
In her paper emerging model of quality, June Larrabee discusses quality as a construct that includes beneficence, value, prudence and justice (Larrabee, 1996). She speaks of quality and value as integral issues that are intertwined with mutually beneficial outcomes. Her model investigates how the well-being of individuals are affected by perceptions of how services are delivered, along with the distribution of resources based on the decisions that are made (Larrabee, 1996). She speaks of the industrial model of quality and how the cornerstone ideas of that model (that the customer always knows what is best for themselves) does not fit the healthcare model (Larrabee, 1996). Larrabee introduces the concept that the patient va provider goal incongruence affects the provide (in this case the nurse) from being able to positively affect healthcare outcomes (Larrabee, 1996). The recent introduction of healthcare measures such as HCAHPS: Patients' Perspectives of Care Survey has encouraged the healthcare community to firmly espouse an industrial model of quality. HCAHPS is a survey where patients are asked questions related to their recent hospitalization that identifies satisfaction with case based solely on the individuals’ perception of the care given. This can lead to divergent goals among the healthcare team or which the patient is a member. Larrabee’s model of quality of care model
In case study done earlier this year I researched the strategic plan at Montefiore Medical Center and the strengths they had a high performance, motivational, and fulfillment aspect in its organization. Organizational performance should be measured by how Montefiore values their goals. They want to advance their partnership with Albert Einstein College of Medicine. This will help bring in doctors and students that can expand the healthcare realm. Montefiore creates notable centers of excellence in heart care, cancer care, and the Children’s Hospital. This care that they give puts trust in the care they give towards their patients, which in turn will bring more patients to their facility. Some of the Organizational goals they have are to sustain strong financial goals, this is a really big business aspect to have and this will help their performance standards. In keeping with their business aspect they invest in state-of-the art facilities and
Patients make up a huge part in achieving service excellence for the healthcare industry. My healthcare facility helps the patients redeem themselves and correct with sensitivity. The patients are my customers, and my healthcare facility must remember our mission and vision of giving spectacular healthcare to our customers who are our priority. By giving quality customer service, my healthcare facility earns the gratitude and patronage of its patients. The patients pass their experiences to their families and that keeps my healthcare facilities’ reputation successful
Nembhard, I. M., Alexander, J. A., Hoff, T. J., & Ramanujam, R. (2009). Why Does the Quality of Health Care Continue to Lag? Insights from Management Research. Academy Of Management Perspectives, 23 (1), 24-42. doi: 10.5465/AMP.2009.37008001
The BOD have legal and ethical responsibilities for what happens in the organization, they determine the quality standards, legally liable for how care is delivered and can hire and fire the CEO. Chiefly, there was a mounting significance of putting into practice a quality and safety infrastructure. The leadership team will evaluate the problems that will reflect the needs of the organization to deal with the challenge of the increasing demand for specialist care and reporting of healthcare quality data. Being among the top-tiers of the hospital system, CCHS recognizes its susceptibility to difficulties and concerns that were plaguing other top-tier health institutions throughout the country. The aim is to achieve quality within the structure and relationships of the complex systems of a Cleveland clinic healthcare
Understanding quality measurement is essential in improving quality. Teams need to be able to understand whether the changes being made are actually leading to improved care and improved outcomes. For data to have an impact on an improvement initiative, providers and staff must understand it, trust it, and use it. Health care organization must understand the measurement of quality provided by the Institute of Medicine (patient outcomes, patient satisfaction, compliance, efficiency, safe, timely, patient centered, and equitable. An organization cannot improve its performance if it does not know how it is performing. Measuring quality improvements is essential as it reflects the quality of care given by the providers and that by comparing performance
Patient satisfaction reflects a major aspect of the hospital’s leadership and management. It is defined as the extent to which a patient is satisfied with the quality of care delivered to him/her from the healthcare provider. It also serves as a mark of the structure, process, and results of care.
The John Hopkins Hospital is faced with the quality improvement issue of care transition. The health practitioners at the hospital in collaboration with the hospital management ought to adopt a strategy to improve the expected outcomes. One of the strategies involves focusing on the overall improvement of the health care system, with a determination to fulfill the patients’ preferences. In addition, teamwork is a key requirement. Finally, constantly seeking patients’ feedback will go a long way in enhancing quality improvement at the
Productivity, which in healthcare is based on outcome per unit of input, is a growing concern when meeting the demand of increasing patient volume and financial pressure (Anonymous, Jul 12, 2011). Productivity can be simplified and viewed according to department or type of procedure demanded (Bottling, February 2011). I When looking to improve productivity, one must turn to an effective metrics to drive workforce productivity by carefully examining the healthcare organizations outcome and inputs (Anonymous, Jul 12, 2011). In the case study at Middleboro Physician Care Services, Inc (PCS), where they receive private and Medicare payment and have outpatient services where the patient volume is increasing at the same time, the quality of service