Macro Level Practice Summary

The two agencies that were interviewed have some differences in developing policies and procedures as well as some similarities. University Medical Center at Brackenridge (UMCB) is local organization; whereas, ST. David Medical Center operates under Hospital Corporation of America (HCA) organization which has multiple hospitals and surgery centers in 21 States. UMCB policies are not officially regulated according to current evidences; however, the hospital librarians’ researches on current evidence based articles and pass that information to physicians and nurses. On the other hand, HCA make their policies using current evidence based studies as well as conducts their own limited trials. UMBC uses all types of evidences and stakeholders (Physicians,

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

2. What theories of change implementation would have helped the administrators at the Springfield General Hospital solve the problem of medication mistakes?

OCB is structured in a decentralized manner in which the individual practices act like smaller organizations within the larger organization. When the entire organization is evaluated using the Larry Greiner article HBR article as a framework, OCB can be described as an organization in the third phase of the Greiner model (Greiner, 1998). OCB has solved the autonomy challenge by allowing independent practices. However, while the organization is in the third phase of growth, the individual practices are in different phases of growth. On one hand, Dr Shingleton’s practice has grown to the second phase because he provided leadership by creating an efficient process and making strategic decisions to advance the growth of the practice. On the other hand, other practices haven’t solved the leadership crisis are still in phase one of the Greiner model.

The practice setting I am currently interning at is the Community Mental Health for Ingham, Clinton, and Eaton counties (CEICMH), specifically within the Families Forward department. This department within the CEICMH works closely with children who are experiencing serious emotional disturbances and behavioral concerns, as well as offering needed support to their family. The services provided include inpatient and outpatient therapy, emergency services and urgent care, early intervention services, and wraparound services. My role within Families Forward is as an intern in the Wraparound program. Wraparound facilitators provide service to families by creating a plan to help the family navigate through the child’s treatment process to assure

The successful evolution of this organizational structure in a competitive marketplace has required a close partnership between managers and physicians supported by a culture of physician group accountability for quality and efficiency. An overarching agenda for achieving excellence focuses on high-impact health conditions, provides goal-oriented tools to analyze population data, proactively identifies patients in need of intervention, supports systematic process improvements, and promotes collaboration between patients and professionals to improve health.

In pursuant to that aim, I began my studies at the Indian Institute of Management post completion of medical training. The exposure to the various components involved in running a professional organization, such as human resources or operations, aided in developing a more nuanced and holistic viewpoint concerning healthcare. The exposure to a culture of task execution that relied on a team comprised of individuals with multifaceted talents helped advance my understanding of harmonization in group dynamics to maximize outcomes. This spurred the realization that the physician may be the spine of healthcare, but the spine cannot be functional without the entirety of the skeletal

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

Healthcare professionals are faced with making multi-faceted decisions on a daily basis. These decisions are not just limited to clinical matters, but they include the total patient care experience. Because of emerging healthcare trends and complex health law and ethics, it is imperative that healthcare administrators have a professional organization that they can belong to. “The

Healthcare frameworks are mind boggling substances that must merge the best of managerial and clinical practices into another model of leadership. This paper talks about a portion of the numerous difficulties that administration is face with today in the medicinal services framework, for example, healthcare accessibility, fragmentation and affordability issues, and the "how" of coordinating clinician skill in patient mamagement with the budgetary goals of advanced conveyance

This paper seeks to look into organizational behavior in health care management and most importantly its impact on health care management and delivery. Organization behavior is crucial in guiding the regulatory activities, the staff activities and the overall culture that directs an organization. Organizational behavior in health care setting is paramount to ensuring patient safety, ethical behavior among the medical practitioners, patient-centered care and effecting change in the facilities which is bound to improve healthcare delivery and patients’ satisfaction. The strategic management of any health

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months

A country’s economy and well-being depends upon how strong its healthcare system is. A country would grow into a stronger nation if the people are mentally and physically stronger. Moreover, healthcare systems are usually complex and complicated systems and thus, they need a lot of attention. As Donley (2005) states, “[t]he changing patterns of health care delivery have increased complexity in all practice environments” (p. 314). By a complicated system, it means how different healthcare organizations together play a pivotal role in measuring success of a country’s healthcare system. These healthcare organizations further rely on various departments within the system which are in turn led by various leaders. Thus, it is evident how leaders are the key link in deciding the fate

During my clinical experience at Our Lady of Fatima hospital I have observed how important it is for organizations to have structure. When an organization has structure it increases their chances of accomplishing their units goals. Structure provides for better coordination and use of available resources. In order for an organization to build structure they must start off using an organizing stage. This is where “relationships are defined, procedures are outlined, equipment is readied, and task are assigned.” (Marquis & Huston, 2015, p261). It takes multiple levels of management to build structure within the organization. Working in Fatima hospital I was able to observe many different levels of management. The Top-level managers look at the organization as a whole. They generally make decisions with few guidelines. An example of a top-level manager would