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Organizational change paper on healthcare
Change management in healthcare organizations
Organizational change paper on healthcare
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Retrenchment could be defined as efficiency-oriented, temporary actions, that may include one or a combination of a turnaround, divestment, and liquidation (Tangpong, Abebe, & Li, 2015; Parnell, 2014). Retrenchment is designed to “replenish and revitalize the organizational resources and capabilities so that the organization can regain its competitiveness. Retrenchment may be thought as a minor surgery to correct a problem (Sadhu, 2013, para. 1). Retrenchment is a terrible situation that can affect many lives. When employees are retrenched, their sense of job security disappears, self-worth falters, causes uncertainty in their career and finances. Additionally, “the stress brought about by one’s loss of a job can cause high-risk diseases …show more content…
With budgetary restrictions, shifts towards value-based payment system, and the implementation of the Affordable Care Act, CEOs must be proactive in their decisions and strategies to avoid any form of retrenchment (Muller & Smith, 1985). Muller & Smith states, “retrenchment should not necessarily be viewed as a problem limited alternatives. It may represent a time for capitalizing on opportunities and for creating innovation within healthcare institutions (1985, p. 31). Therefore, retrenchment can be considered a necessary evil, if used to improve the situation. In healthcare, retrenchment “typically involves reducing operational costs and capacity through downsizing personnel and products, divesting underperforming business units and markets and outsourcing critical business functions, such as patient billing or phlebotomy services” (Miller, n.d., para. 5). Back to my facility, after utilizing outsourcing, innovative scheduling, and changes in physician recruitment, the services were relaunched, and many of the employees were rehired. Although during the retrenchment period, the organizational atmosphere was gloomy, it has since returned. Associates are regaining trust in the hospital. However, many in the healthcare industry know and believe nothing is guaranteed, so you must be prepared for
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
In the planning process, the health care organization’s first step should be to identify alternative expense reduction measures that can be implemented. Marshall and Broas (2009) and McConnell (2006) state that measures such as hiring freezes, reduced work hours, reduced salaries or bonuses, early retirement, limited use of temporary workers and discrepancy spending should be explored first before resorting to mass reduction in the workforce. Given the numerous legal cases in which employees have accused companies of lavish spending during layoff processes, a company should consider taking expense reduction measures. This would show that the company had explored another alternative before resorting to a RIF, and it would also help employers dismiss employees claims that the RIF was not necessary or discriminatory ( Marshall & Broas,2009) .Whatever alternative expense reduction measures were taken by the company along with the reasons for doing so should also be documented( Marshall & Broas,2009).Documenting the reason for the RIF, should be the next step.
Health care organizations vary in their levels of HRM and HIT capabilities. A few exceptional health care organizations have built both of these capabilities and have derived significant complementarities between HRM and HIT that, in turn, have allowed them to be leaders in value-based health care delivery.” (Khatri, Pasupathy, & Hicks, 2017). “Several health care organizations have developed capabilities in either HRM or HIT but not in both, and still others have developed capabilities in neither function. Outsourcing of HRM and HIT by health care organizations is likely to hamper the integration and embedding of these functions in organizational operations.” (Khatri, Pasupathy, & Hicks, 2017). This site opened my eyes to not believing it is not all the medical centers fault. It could also happen through outsourcing which could help the company or hamper
Therefore, prolonged stress included adverse psychological and physical health effects as well as the increased risk of premature death (Denollet, J., et al.
Current health care systems exist in complex atmospheres that regularly change to meet the demands of health care personnel and consumers. Health care systems deal with many different cultures, values, and interests making it increasingly more difficult for management to provide their employees with a clear vision of the future (Lega, Longo, & Rotolo, 2013). Begun, Hamilton, and Kaissi (2005) explain health care centers utilize strategic planning to better understand their environments and ensure the organization’s structure, culture, and important decision-making are compatible within their current surroundings. Ginter, Duncan, and Swayne (2013) describe strategic planning as “the periodic process of developing a set of steps for an organization to accomplish its’ mission and vision using strategic thinking” (p.14). The goal of strategic health care planning is to improve performance throughout the organization (Begun et al, 2005). This paper discusses the strategic plan for Brooklyn Hospital Center including its long and short- term goals, its strategic thinking and key stakeholders, and the various strategies identified within the plan.
It would be necessary for a hospital administrator to look closely at ways to lower healthcare costs and provide more efficient care when a large employer like BRPP states they are thinking of relocating their employee inpatient hospital services to a company like InduShealth. InduShealth is offering substantially lower prices for several surgical procedures and a U.S. hospital administrator would not want to lose this large consumer population if it was possible to find more efficient methods of providing healthcare to their patients (McLaughlin & McLaughlin, 2008). One pricing strategy that a hospital administrator could advocate for is a bundled...
3. Ball, Ted, Harber, Bruce, Moore, Ken, & Verlaan-Cole, Liz. (2003). Healthcare Sector Management Trends. Received on March 29, 2014, from http://quantumtransformationtechnologies.com/wp-content/uploads/2011/05/BestPractice-Scorecards-for-Governance-Orgs-and-CEOs.pdf
Cuellara, A. E. & Gertlerb, P.J. (2006). Strategic integration of hospitals and physicians. Journal of Health Economics, 25(1), 1-28. Retrieved February 21, 2011, from http://members.cox.net/mshachar/Cuellar_2006_via_TUI.htm.
Traurig, G., (2008/2009). Turmoil in the healthcare industry: what about the patients? The Americas Restructuring and Involvency Guide. Retrieved from http://www. americasrestructuring.com/08_SF/p100-106
(W. Lease, personal communication, July 23, 2010), the “unknown” of the recent health care reform legislation is an external influence that is most relevant to our organization, stated by William Lease, senior vice president of clinical support services. Mr. Lease states, that health care reform legislation will impact our organization in many ways; especially after 2014. While more employees will have health insurance coverage and there will be more patients to treat; the need for controlling costs and improving efficiency is i...
When assessing where the industry will go over the next ten years, there is one area that stands out. Government involvement in healthcare has become a major player in how this industry is changing. New regulations are being introduced at a rapid rate and have pushed hospitals into constant change management (Arab Kash, Spaulding, Johnson, & Gamm, 2014).
Revitalization does not come from the top. It starts at an organization’s periphery, led by unit managers creating ad hoc arrangements to solve concrete problems
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
Occupational stress is strongly associated with health complains more than financial or family problems. Psychological demanding jobs that allow the workers little control on the process of work increase risks of cardiovascular disease, job stress also increases the risk of back and upper musculoskeletal disorders. The article shows that the employees who have high stress levels have a substantial health service utilization.
Everyday, there are workers who come home from their jobs with a high amount of health issues. Headaches, aching muscles, exhaustion, and many more health issues have workers wondering why this is happening. All of these symptoms can be linked to stress in the workplace. Job stress has become more of a problem than ever before. Numerous studies show that job stress is the major source of stress for American adults and that it has escalated progressively over the past few decades (“Workplace Stress,” 2004).