Summary: Keeping Chaos In The Healthcare Organization

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

Planned Organizational Change: In this situation, University Hospital underwent a significant planned organizational change. They took traditional nurses and put them into “care coordinator” positions. This planned change is defined as a process where an organization explores the need for change and possible solutions, plans for how that change is to be instituted, implements the change and disseminates information about the change, and integrates those changes into the day to day operation of the organization. It seems as if University Hospital did not implement this change in the best way possible. They seem to have thrown care coordinators into their roles without giving them much input into what their job would really entail.

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

Healthcare organizations of the past century were designed from 17th century ideology of the universe based on the teachings of Sir Isaac Newton and Sir Francis Bacon. This was a predictable and reliable world based on the viewpoint that organizations are machines and as individuals, we are merely cogs in a wheel, fulfilling a role and playing our part. However, this understanding has be eradicated by the idea that people and organizations are fluid, dynamic and living organisms. Newton 's “clockwork universe,” in which big problems can be broken down into smaller ones, analyzed, and solved by rational deduction, has strongly influenced both the practice of medicine and the leadership of organizations. But the machine metaphor lets us down badly when no part of the equation is constant, independent, or predictable. The new science of complex adaptive systems states that in order to cope with escalating complexity in health care we must abandon linear models, accept unpredictability, respect (and utilize) autonomy and creativity, and respond flexibly to emerging patterns and opportunities (Plsek & Greenhalgh, 2001).

Change can be devastating and not always everyone agree with it. The biggest transformation in healthcare is the implementation of the Affordable Care Act. With the new health care system the government mandated U.S. citizens and legal residents to have health insurance that resulted in the rise of insured individuals. Due to the new policy more people have access to health care that means more primary physician needed to accommodate the rise of new patients. Shortages of physicians not only in the primary care area but also in specialty care area are projected between 46,000-90,000 by 2025 ("The Physician Shortage," n.d.). The pay-for-performance focuses on quality that will eventually decrease the costs (James, 2012, p. 1). This system will give a reward or a bonus to the health care providers whenever they meet or exceed quality standard that are being set (James, 2012, p. 1). In contrary the system can also penalized those providers that are unsuccessful in providing the indicated goals or cost savings (James, 2012, p. 1-2). There are 2,225 hospitals in 2013 that were fined under the Hospital Readmissions Reduction Program (HRRP) which is part of the ACA regulation (Anderson, 2014, p. 11). For the institutions to survive with the new system a lot of hospitals are merging that a year after the ACA implementation there

The present challenges for the healthcare industry are significant. With a population that is forever aging, escalating costs, and the unsure impact of the Affordable Care Act, healthcare providers are under tremendous pressure to meet the needs of their patients while maintaining or even reducing costs. One such organization feeling this pressure is BayCare which is a leading not-for-profit health care system that connects individuals and families to a wide range of services at 13 hospitals and hundreds of other convenient locations throughout the Tampa Bay and central Florida regions. Inpatient and outpatient services include acute care, primary care, imaging, laboratory, behavioral health, home care, and wellness. With over 3,100 practicing physicians and more than 58,500 surgeries performed annually, their budget for operating room supplies exceeds $80 million annually across all facilities. Morton Plant Hospital is faced with the challenge of reducing overall operating costs without sacrificing their high standards of patient care and safety. The hospital realized that surgical waste represented a huge opportunity to address. By providing visibility to information that was otherwise hidden, a case cart system would be able to track surgical materials issued, used, and returned; including between doctors, procedures, and locations. This could help the hospital to achieve a number of objectives including: guarantying that all material issued to the OR was accounted for

There are many avenues to cross in pursuit of an established healthcare facility. The premise of leadership begins with moral practices, combined with, knowledge of succession planning. With changing healthcare laws such as HIPAA, Healthcare Affordability Act and the process of maintaining OSHA compliance, it is key that those placed in healthcare leadership grasp not only the significance of such laws, but understand how it compliments safety while preventing harm and legal issues. Planning is key and maintaining a succession plan will assist in preventing a lapse in leadership in the event of a staff crisis.

I take the term to mean having multiple decision makers make a set of health care decisions that would be made better through unified decision making. Individual decision makers responsible for only one fragment of a relevant set of health care decisions may fail to understand the full picture, may lack the power to take all the appropriate actions given what they know, or may even have affirmative incentives to shift costs onto others. All these forms of fragmentation can lead to bad health care decisions. Fragmentation can occur along many dimensions. Looking at the narrowest dimension, we might be concerned about fragmentation in treating particular illnesses, such as the lack of coordination among the various professionals involved in treating

Quality improvement, patient safety, and cost containment are some of the key focuses of the Patient Protection and Affordable Care Act (PPACA) in 2010. Therefore, many Healthcare Organizations (HCOs) were confronted with the challenge of changing their organization behavior, so that they can deliver a safe care without compromising on qualities and increasing on expenditures with each care delivery (KPMG Healthcare & Pharmaceutical Institute, 2011). The purpose of the paper is to discuss a HCO’s transformation challenge, its subsystem within a larger system, its culture and climate, its leadership style, its assessment based on Collin’s Good to Great, and its readiness for change in today’s complex environment.

Although within the experience of dealing with such issues such as many investors trying to start and organization throughout the years, first things are great until many changes occur such as increases in insurance premiums and this causing the facility to lose patients because of it. “Rudolf Moos, Jeanne Schaefer, and Bernice Moos (2007) reports the guiding policies of a healthcare organization can affect the workplace. Compared with healthcare facilities that follow a professional model, those with a bureaucratic model are likely to have more centralized decision-making and formalized jobs, which are associated with a lack of support and autonomy, ambiguous work-related practices and high work demands and managerial control. In contrast,

Your discussion is an excellent post based on Lean leadership, and yes, not all organization is open to the possibility to change. However, in the changing world of the health care market industries to embrace this new wave or left behind. In the upcoming years, the country will see an unusual amount of hospital doors closing or reconstructed to serve as rehabilitation or outpatient centers which happen to a local hospital in the Laurel, Maryland. Causing the hospital in Columbia in tripling their emergency room visits, and causing a surge in admission.

Managed health care has come a long way in positive and negative ways to change health care organizations for the better. Every aspect of managed health care involves the time periods of early, middle and mature years of policies, growth, and stability for organizations. Many inventions and laws were started from the beginning of health care to become beneficial today for patients. Managed care provided in the early period times have been tremendously useful today as technology, medical devices, social, and economic factors made managed care grow exceedingly well. There are infinite benefits to these early period managed care services and professions for the better good of society. Examining the elements from the early period of managed

The healthcare system is multifaceted and sophisticated. One of the things that led to the complication of the healthcare is the emerging of the new disease that our society did not occur before. Scientists are developing new ways of treating patients such as vaccines and gene therapy. Our healthcare system is in a better condition compare to decades ago. Not only that, but scientists were able to invent robots that can assist surgeons make surgery less complicated and the patient is able to go back to their life and work within few days if not the following day. As glorious as the healthcare system seems as much as it lacks many things. One of the things that it lacks is the connection between the different entities of the healthcare. Hospitals

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

If the team follows you along the process of change they will become more engaged. A leader must make a decision and move forward, especially in an environment of fear with intense change. Give credit to others as due and always remember a good leader will take their fair share of the blame. Hold your staff as well as yourself accountable and don’t feel uneasy to let them know when they don’t follow through. You must model the behaviors you expect from others (Tardanico, 2013). In 2013 our organization achieved Pathways to Excellence designation. Our Chief Nursing Officer set a clear vision and communicated it effectively to all nurses in the organization. Through a gap analysis she provided a structured approach and generated a plan with goals and objectives. She inspired the staff to openly contribute to the document ,and write about best practices and how they cultivated into an organization of high quality nursing practice. Our organization is lucky to have a CNO, who has an open and engaging relationship. They felt a sense of ownership in their practice with the nurses. This proved successful in moving the organization