The document summarizes several myths that impede effective management in healthcare. It discusses that (1) healthcare systems are often not failing as believed but are instead succeeding expensively, (2) complex social engineering solutions from detached experts usually do not work as well as changes developed by engaged clinicians, and (3) treating healthcare more like a business has not improved the high administrative costs and mediocre quality outcomes in the United States compared to countries with less business-oriented models. The document argues for reframing healthcare management to be more collaborative, adaptive, and recognize the system as more than just the sum of its parts.
Emerging breakthroughs in regional and community centred careSpringboard Labs
How do we get to breakthroughs in healthcare delivery system redesign? This opening presentation from the Innovation Expedition in Healthcare that took place in Cambridge, October 24-26 provides frameworks and case examples to address this question.
Emerging breakthroughs in regional and community centred careSpringboard Labs
How do we get to breakthroughs in healthcare delivery system redesign? This opening presentation from the Innovation Expedition in Healthcare that took place in Cambridge, October 24-26 provides frameworks and case examples to address this question.
Economic consequences of changing fertility. Insights from an OLG modelGRAPE
We want to use macro models to evaluate effects of differenet demographic scenarios
Demographics drives majority of the macroeconomic changes in the foreseeable future
Fiscal effects will be large and unavoidable but larger TFR can mitigate them
Strong (political) discussions about ways to prevent demographic catastrophe...
...but what is the adequate cost of family policy - even if successful?
Figures we obtain go beyond the simple calculations in Excel (forward looking agents)
How (Not) to Make Women Work? Evidence from Transition CountriesGRAPE
We explore the reasons behind the fall of female employment rates in transition economies and compare them to the evolution in advanced economies. Using a large set of micro level databases, we find that the mechanisms that lead to an increasing female presence in the labor market (higher education and postponing marriage) do not seem to play a role in transition economies.
Project TitlePROJECT TITLE Deployment of complete Open Sou.docxbriancrawford30935
Project Title:
PROJECT TITLE: Deployment of complete Open Source network infrastructure with equivalent provision for every necessary service provided in a typical Windows environment such as Active Directory, File and Printer Sharing, Firewalls, DNS, DHCP, Email Service, Web Service, FTP service, Chat Service, Certificate Services etc.
Project Fundamentals:
Please describe your IT project by answering these questions. Your answers need to address why this project is worth doing.
PROBLEM DEFINITION (Your IT project should solve a well-defined problem):
· What is the problem that you are addressing?
· Who is the end user, and what is the end user profile?
· What is the target market?
· Who is the organization?
PROPOSED IT SOLUTION (You should have a top-level idea of the solution or how you will solve the problem):
· What is the significance of this project?
· What is the proposed solution or approach?
· How do you propose to complete your project (It is important to explain how you propose to complete your project)?
· What tools and/or methodology (e.g. Network Diagram, IP Addressing, Security Technologies, Virtualization, Operating Systems, etc.) will be used to design, implement, and deliver the proposed solution?
· What type of resources (e.g., software, hardware, virtualization techniques, etc.) will you need to complete your project?
· Briefly describe the schedule of activities you will engage in to complete your project.
· As appropriate, include a budget with projected expenses and their importance to the project.
IMPACT ANALYSIS (Describe how the following issues impact your problem and its solution):
· Organizational
· Networking standards
· Security
· Ethical
· Social
· Legal
· Economic
· Target market/end user
CAUTION: Students often consider the impact analysis as an afterthought and give little serious thought to this section. However, considering these issues is an integral part of designing an IT solution or system in the broader context. Designs and their implementations have failed for lack of consideration of such issues.
REFLECTION ANALYSIS:
· Why does this proposal qualify as a capstone project?
· What technologies and methodologies does your capstone proposal incorporate that demonstrate your learning experience at Herzing?
· Are there any new technologies that will be utilized?
· How will your project further knowledge, understanding, or increase your skills in your discipline?
Running head: MANAGED CARE MYTHS 1
MANAGED CARE MYTHS 6
Managed Care Myths
Jessica Seifert
Rasmussen College
Feburary 25, 2018
Annotated Bibliography
Cordina, J., Kumar, R., & Moss, C. (2015). Debunking common myths about healthcare consumerism. McKinsey & Company.
Although true health consumerism is as yet developing graduall.
Human Resources Debbies DilemmaFor this assignment, review t.docxadampcarr67227
Human Resources: Debbie's Dilemma
For this assignment, review the Debbie's Dilemma case study and complete the interactive module in Section 12.4 of your course text. Then, thoroughly address the following points in your paper:
· Use Herzberg’s two factor theory to explain Debbie’s level of motivation.
· Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere.
· Use Vroom’s expectancy theory to explain this situation.
· If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice.
Your assignment must be one to two pages in length (excluding title and reference pages). Utilize your course textbook and at least one additional scholarly source to support your conclusions and responses to the questions. Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center.
7.3 Organizational Change and Redesign
Organizational Design and Change
For many years, the world of business has experienced an increasing rate of change, as was predicted by Alvin Toffler (1970) nearly half a century ago. This trend has accelerated in healthcare. Toffler noted that people exhibit a natural tendency to resist change. In this section, drivers or forces that lead to change are examined first, followed by a discussion of resistance to change. Then, methods of implementing changes are described, and the impact of change on employees and managers, particularly as it relates to organizational design and healthcare, is discussed.
Drivers of Change
Two major sets of forces drive change in both profit-seeking and nonprofit organizations: internal drivers and external drivers. Each factor appears in the management of healthcare organizations.
Internal Forces
Many times, the feature that creates the greatest need for change originates from within the organization. These factors come from diverse sources, including organizational growth, a crisis, or an opportunity.
CASE
Combining Assets and Activities
The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremely wealthy individuals, and a strong middle class. Three well-established physicians—an obstetrician, a gynecologist, and a urology specialist—decided that they should combine their practices into a unique new organization. They believed that numerous patients would be attracted to these separate, but interrelated, medical practices.
The three physicians worked together to create a plan. They decided that each physician would have privileges, or authority to practice, in more than one organization. Beyond their individual practices, the doctors would perform surgeries and provide additional medical care in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routine examinations, to patients with medical problems.
Chapter 15Health Professional LeadershipNormal is getting narrEstelaJeffery653
Chapter 15
Health Professional Leadership
Normal is getting narrower and narrower.
—Personal observation by an experienced nurse practitioner
Health professionals can be important participants in health policy processes. They bring their experiences, their knowledge of both science and art, their ability to distinguish between the two, and their commitment to the patient. Typically, they also bring a commitment to lifelong learning. The power of the professions, especially physicians, has been waning of late, but that has a lot to do with the height of their dominance in the past. In an open, market-driven, information-rich society, the old monopoly power described by Starr (1982) is not sustainable. Health professionals now need to undertake new leadership roles or else their status will be further undermined by those actively seeking a greater share of the pie. Those new roles will have to focus more on collaboration and coordination of care.
15.1 DISINTERESTEDNESS
Much of the diminished respect for health professionals stems from the public’s perception of reduced disinterestedness. Current fashion in economics seems to deny the concept of disinterestedness—the concept of lack of bias and freedom from special interests, the ability to set aside one’s own interests and to seek the best possible outcome for others. The opposite is the oft-repeated phrase, “All they care about is money.” Money is harder to come by in most parts of the health care system because of utilization controls and deep discounts to health care plans, and thus the increased concern is understandable; however, that is not reassuring to the public. Much of the literature on the rising costs of care blames the current fee-for-service system for making it in the providers’ interest to promote overutilization. Schlesinger (2002) argued that this loss of faith seemed to intensify with the advent of Medicare and Medicaid, and that that has led to a loss of political power as well. One parameter of successful professional leadership will be the ability to engender faith that the professional and the profession have the interests of other constituencies in mind.
15.2 INFORMATIONAL CREDIBILITY
Disintermediation in general and direct-to-consumer advertising in particular have affected the informational monopoly of the health professions. This is not a one-way street. The claims and counterclaims of the various interested parties can be hard to sort out. One leadership role for the health professional is to guide the general public through that welter of information. This is not just a physician’s task. It involves all health professionals. An article in BusinessWeek asked, “How Good Is Your Online Nurse?” and compared the online patient portals of the three largest health insurers: WellPoint, United Health Group, and Aetna (Weintraub, 2006). The trends reported in the article included greater integration with patient records, more add-on purchased counseling, and more person ...
Consumer Centric Approach in Healthcare by Dr.Mahboob ali khan Phd Healthcare consultant
While the benefits of customer-centricity are clear, many organizations are not currently set up to accommodate the involvement of consumers in their own healthcare decisions. This means that healthcare administrators need to assess their own organizational capacity and determine how best to support patient-centered efforts moving forward.
Essay On Health Care Reform
Essay on Quality Health Care
Essay On Healthcare System
Essay on Health Care
Essay on Careers in Healthcare
Essay On Health Care
Essay On Health Care
Health Insurance Essay
Essay about Health Care
Health Care Trends Essay examples
Essay On Health Care
Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
IN THIS SUMMARY
Many healthcare organizations struggle to communicate effectively with physicians and engage them, particularly when dealing with change implementation. In Inside the Physician Mind, Joseph S. Bujak provides an insider's perspective on how physicians think, outlining beliefs and behaviors specific to physicians and identifying barriers that inhibit productive relationships. Armed with this information, healthcare organizations can improve communication and help physicians and organizational staff members establish the trust necessary for effective change initiatives to take place.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/inside-physician-mind
Dike Drummond's Burnout Prevention Matrix: 117 Ways Doctors Can Lower Their S...DAVID MALAM
Dike Drummond here from TheHappyMD.com with a quick thank you for requesting the Physician Burnout Prevention MATRIX Report
If you have not had a chance to download and save your personal copy of the MATRIX ...
Here's why I created the MATRIX ...
I got tired of seeing study after study on the internet just talking about how common Burnout is. I know from personal experience, that if you are over stressed and in the downward spiral ... the last thing you want to know is how common it is. Nope ...
You want some help ... some tools ... some way to lower your stress levels and reverse or prevent Burnout. Well here are over 117 ways to do just that. PICK JUST ONE that feels right to you and get started.
The MATRIX is also a perfect answer to THIS PERSON .. the one in the leadership team of your organization who says, "We would do something about the doctor's stress levels around here ... but how do you get started?"
The 18 pages of the MATRIX Report make a nice slapping sound when you drop them on that person's desk and say, "Here are a few ideas we could talk about ..."
============
Enjoy the MATRIX Report
Keep breathing and have a great rest of your day,
Dike
Dike Drummond MD
TheHappyMD.com
The Tools so YOU can be a Happy MD
LINK:
http://www.thehappymd.com/blog/bid/289962/Work-Life-Balance-Schedule-HACK-for-Busy-Doctors?utm_campaign=Blog+Post+Promotions&utm_source=hs_email&utm_medium=email&utm_content=14561065&_hsenc=p2ANqtz-_zsEo3MwqOIG7fGGCx-mU58UrMRjBTIkVKy3JwZcZm9ciN4P4wwcm9zdbX_eK4JPOqOru4FIP5fJ9HBhhtHKnagmR_Dg&_hsmi=14561065
RECOMMENDED BY BUSINESS DOCTORS
www.business-doctors.at
An interview with Dr LaTonya Washington, the Chairperson at the marcus evans National Healthcare CMO Summit 2023, on how healthcare organizations can improve patient care by achieving health equity and having a truly diverse workforce.
Economic consequences of changing fertility. Insights from an OLG modelGRAPE
We want to use macro models to evaluate effects of differenet demographic scenarios
Demographics drives majority of the macroeconomic changes in the foreseeable future
Fiscal effects will be large and unavoidable but larger TFR can mitigate them
Strong (political) discussions about ways to prevent demographic catastrophe...
...but what is the adequate cost of family policy - even if successful?
Figures we obtain go beyond the simple calculations in Excel (forward looking agents)
How (Not) to Make Women Work? Evidence from Transition CountriesGRAPE
We explore the reasons behind the fall of female employment rates in transition economies and compare them to the evolution in advanced economies. Using a large set of micro level databases, we find that the mechanisms that lead to an increasing female presence in the labor market (higher education and postponing marriage) do not seem to play a role in transition economies.
Project TitlePROJECT TITLE Deployment of complete Open Sou.docxbriancrawford30935
Project Title:
PROJECT TITLE: Deployment of complete Open Source network infrastructure with equivalent provision for every necessary service provided in a typical Windows environment such as Active Directory, File and Printer Sharing, Firewalls, DNS, DHCP, Email Service, Web Service, FTP service, Chat Service, Certificate Services etc.
Project Fundamentals:
Please describe your IT project by answering these questions. Your answers need to address why this project is worth doing.
PROBLEM DEFINITION (Your IT project should solve a well-defined problem):
· What is the problem that you are addressing?
· Who is the end user, and what is the end user profile?
· What is the target market?
· Who is the organization?
PROPOSED IT SOLUTION (You should have a top-level idea of the solution or how you will solve the problem):
· What is the significance of this project?
· What is the proposed solution or approach?
· How do you propose to complete your project (It is important to explain how you propose to complete your project)?
· What tools and/or methodology (e.g. Network Diagram, IP Addressing, Security Technologies, Virtualization, Operating Systems, etc.) will be used to design, implement, and deliver the proposed solution?
· What type of resources (e.g., software, hardware, virtualization techniques, etc.) will you need to complete your project?
· Briefly describe the schedule of activities you will engage in to complete your project.
· As appropriate, include a budget with projected expenses and their importance to the project.
IMPACT ANALYSIS (Describe how the following issues impact your problem and its solution):
· Organizational
· Networking standards
· Security
· Ethical
· Social
· Legal
· Economic
· Target market/end user
CAUTION: Students often consider the impact analysis as an afterthought and give little serious thought to this section. However, considering these issues is an integral part of designing an IT solution or system in the broader context. Designs and their implementations have failed for lack of consideration of such issues.
REFLECTION ANALYSIS:
· Why does this proposal qualify as a capstone project?
· What technologies and methodologies does your capstone proposal incorporate that demonstrate your learning experience at Herzing?
· Are there any new technologies that will be utilized?
· How will your project further knowledge, understanding, or increase your skills in your discipline?
Running head: MANAGED CARE MYTHS 1
MANAGED CARE MYTHS 6
Managed Care Myths
Jessica Seifert
Rasmussen College
Feburary 25, 2018
Annotated Bibliography
Cordina, J., Kumar, R., & Moss, C. (2015). Debunking common myths about healthcare consumerism. McKinsey & Company.
Although true health consumerism is as yet developing graduall.
Human Resources Debbies DilemmaFor this assignment, review t.docxadampcarr67227
Human Resources: Debbie's Dilemma
For this assignment, review the Debbie's Dilemma case study and complete the interactive module in Section 12.4 of your course text. Then, thoroughly address the following points in your paper:
· Use Herzberg’s two factor theory to explain Debbie’s level of motivation.
· Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere.
· Use Vroom’s expectancy theory to explain this situation.
· If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice.
Your assignment must be one to two pages in length (excluding title and reference pages). Utilize your course textbook and at least one additional scholarly source to support your conclusions and responses to the questions. Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center.
7.3 Organizational Change and Redesign
Organizational Design and Change
For many years, the world of business has experienced an increasing rate of change, as was predicted by Alvin Toffler (1970) nearly half a century ago. This trend has accelerated in healthcare. Toffler noted that people exhibit a natural tendency to resist change. In this section, drivers or forces that lead to change are examined first, followed by a discussion of resistance to change. Then, methods of implementing changes are described, and the impact of change on employees and managers, particularly as it relates to organizational design and healthcare, is discussed.
Drivers of Change
Two major sets of forces drive change in both profit-seeking and nonprofit organizations: internal drivers and external drivers. Each factor appears in the management of healthcare organizations.
Internal Forces
Many times, the feature that creates the greatest need for change originates from within the organization. These factors come from diverse sources, including organizational growth, a crisis, or an opportunity.
CASE
Combining Assets and Activities
The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremely wealthy individuals, and a strong middle class. Three well-established physicians—an obstetrician, a gynecologist, and a urology specialist—decided that they should combine their practices into a unique new organization. They believed that numerous patients would be attracted to these separate, but interrelated, medical practices.
The three physicians worked together to create a plan. They decided that each physician would have privileges, or authority to practice, in more than one organization. Beyond their individual practices, the doctors would perform surgeries and provide additional medical care in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routine examinations, to patients with medical problems.
Chapter 15Health Professional LeadershipNormal is getting narrEstelaJeffery653
Chapter 15
Health Professional Leadership
Normal is getting narrower and narrower.
—Personal observation by an experienced nurse practitioner
Health professionals can be important participants in health policy processes. They bring their experiences, their knowledge of both science and art, their ability to distinguish between the two, and their commitment to the patient. Typically, they also bring a commitment to lifelong learning. The power of the professions, especially physicians, has been waning of late, but that has a lot to do with the height of their dominance in the past. In an open, market-driven, information-rich society, the old monopoly power described by Starr (1982) is not sustainable. Health professionals now need to undertake new leadership roles or else their status will be further undermined by those actively seeking a greater share of the pie. Those new roles will have to focus more on collaboration and coordination of care.
15.1 DISINTERESTEDNESS
Much of the diminished respect for health professionals stems from the public’s perception of reduced disinterestedness. Current fashion in economics seems to deny the concept of disinterestedness—the concept of lack of bias and freedom from special interests, the ability to set aside one’s own interests and to seek the best possible outcome for others. The opposite is the oft-repeated phrase, “All they care about is money.” Money is harder to come by in most parts of the health care system because of utilization controls and deep discounts to health care plans, and thus the increased concern is understandable; however, that is not reassuring to the public. Much of the literature on the rising costs of care blames the current fee-for-service system for making it in the providers’ interest to promote overutilization. Schlesinger (2002) argued that this loss of faith seemed to intensify with the advent of Medicare and Medicaid, and that that has led to a loss of political power as well. One parameter of successful professional leadership will be the ability to engender faith that the professional and the profession have the interests of other constituencies in mind.
15.2 INFORMATIONAL CREDIBILITY
Disintermediation in general and direct-to-consumer advertising in particular have affected the informational monopoly of the health professions. This is not a one-way street. The claims and counterclaims of the various interested parties can be hard to sort out. One leadership role for the health professional is to guide the general public through that welter of information. This is not just a physician’s task. It involves all health professionals. An article in BusinessWeek asked, “How Good Is Your Online Nurse?” and compared the online patient portals of the three largest health insurers: WellPoint, United Health Group, and Aetna (Weintraub, 2006). The trends reported in the article included greater integration with patient records, more add-on purchased counseling, and more person ...
Consumer Centric Approach in Healthcare by Dr.Mahboob ali khan Phd Healthcare consultant
While the benefits of customer-centricity are clear, many organizations are not currently set up to accommodate the involvement of consumers in their own healthcare decisions. This means that healthcare administrators need to assess their own organizational capacity and determine how best to support patient-centered efforts moving forward.
Essay On Health Care Reform
Essay on Quality Health Care
Essay On Healthcare System
Essay on Health Care
Essay on Careers in Healthcare
Essay On Health Care
Essay On Health Care
Health Insurance Essay
Essay about Health Care
Health Care Trends Essay examples
Essay On Health Care
Chocking the Barriers to Change in Healthcare System.By.Dr.Mahboob ali khan Phd Healthcare consultant
Change is undeniably hard, whether the subject is weight control for an individual or “wait control” in the emergency department. But even though it is easy to come up with excuses for allowing diets or change initiatives to slide, there are measurable rewards for adopting an approach that allows a person or an institution to set the right targets, achieve those goals and stay on track.
IN THIS SUMMARY
Many healthcare organizations struggle to communicate effectively with physicians and engage them, particularly when dealing with change implementation. In Inside the Physician Mind, Joseph S. Bujak provides an insider's perspective on how physicians think, outlining beliefs and behaviors specific to physicians and identifying barriers that inhibit productive relationships. Armed with this information, healthcare organizations can improve communication and help physicians and organizational staff members establish the trust necessary for effective change initiatives to take place.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/inside-physician-mind
Dike Drummond's Burnout Prevention Matrix: 117 Ways Doctors Can Lower Their S...DAVID MALAM
Dike Drummond here from TheHappyMD.com with a quick thank you for requesting the Physician Burnout Prevention MATRIX Report
If you have not had a chance to download and save your personal copy of the MATRIX ...
Here's why I created the MATRIX ...
I got tired of seeing study after study on the internet just talking about how common Burnout is. I know from personal experience, that if you are over stressed and in the downward spiral ... the last thing you want to know is how common it is. Nope ...
You want some help ... some tools ... some way to lower your stress levels and reverse or prevent Burnout. Well here are over 117 ways to do just that. PICK JUST ONE that feels right to you and get started.
The MATRIX is also a perfect answer to THIS PERSON .. the one in the leadership team of your organization who says, "We would do something about the doctor's stress levels around here ... but how do you get started?"
The 18 pages of the MATRIX Report make a nice slapping sound when you drop them on that person's desk and say, "Here are a few ideas we could talk about ..."
============
Enjoy the MATRIX Report
Keep breathing and have a great rest of your day,
Dike
Dike Drummond MD
TheHappyMD.com
The Tools so YOU can be a Happy MD
LINK:
http://www.thehappymd.com/blog/bid/289962/Work-Life-Balance-Schedule-HACK-for-Busy-Doctors?utm_campaign=Blog+Post+Promotions&utm_source=hs_email&utm_medium=email&utm_content=14561065&_hsenc=p2ANqtz-_zsEo3MwqOIG7fGGCx-mU58UrMRjBTIkVKy3JwZcZm9ciN4P4wwcm9zdbX_eK4JPOqOru4FIP5fJ9HBhhtHKnagmR_Dg&_hsmi=14561065
RECOMMENDED BY BUSINESS DOCTORS
www.business-doctors.at
An interview with Dr LaTonya Washington, the Chairperson at the marcus evans National Healthcare CMO Summit 2023, on how healthcare organizations can improve patient care by achieving health equity and having a truly diverse workforce.
doctors and nurses can be differentiated in an effortless manner. Doctors study and cure disease, while nurses study and heal people. Too know more visit: https://at.tumblr.com/medicalsaffairsusa/what-can-nurses-do-that-doctors-cannot/31c42h37gaen
1. IntroductionImpact Analysis1.1 What is the change impact a.docxjackiewalcutt
1. Introduction
Impact Analysis
1.1 What is the change impact analysis?
1.2 Why to perform change impact analysis? (benefits, application)
1.3 Risk/Challenges of Change impact analysis
2. Classification of the change impact analysis
2.1 ………………………………
2.2 ……………………………..
2.3 ……………………………..
3. Change impact analysis techniques
3.1…………………..
3.2…………………
3.3…………….
4. Literature Review
5. Conclusion
6. Bibliography
7. Impact analysis tools
If you have any point to add then let me know so, I can search on that point as well.
Running head: EXAMINING THE FINANCIAL CHARACTERISTICS OF HEALTH CARE DELIVERY ALONG WITH MANAGING COSTS, REVENUES, AND HUMAN RESOURCES.
1
5
EXAMINING THE FINANCIAL CHARACTERISTICS OF HEALTH CARE DELIVERY ALONG WITH MANAGING COSTS, REVENUES, AND HUMAN RESOURCES
Examining the Financial Characteristics of Health Care Delivery Along with Managing Costs, Revenues, and Human Resources
Carolyn Y. Finley
HCA 340
Instructor: Elaine Testerman
OUTLINE Comment by Elaine Testerman: The outline looks very good, check the few details I pointed out, then you are ready to start the week five work.
I. Introduction
The procurement of health care services is of incredible consideration toward individuals everywhere throughout the world. Various parts are interfaced together with a specific end goal to make a medicinal services conveyance framework compelling. The paper will depict in detail the monetary components of a human services conveyance. Notwithstanding this, the paper will likewise address the issue of incomes, expense and human assets with respect to the health care delivery.
II. Thesis Statement
"An efficient human resource service alongside proper harmony between the expense and income assumes an exceptionally successful part in the procurement of value of the provision of quality health care services."
The thesis is focused around the research with respect to the monetary parts of health awareness services. The paper is focused around the part of the components expressed in the proposition explanation with a specific end goal to guarantee the nature of medicinal services conveyance to the overall population everywhere throughout the world. It is proven from exploration that these components decidedly help towards the effectiveness of the general framework. A nation can upgrade the nature of medicinal services benefits by concentrating on the significant segments.
III. Financial aspects of health care delivery
Oversaw Health Care is discussed on various viewpoints; nature and inception of oversaw forethought, the idea of the demise of oversaw consideration and the current condition of oversaw mind in the U.S. health awareness framework. Anyone in America, who has utilized health care insurance through their executive, eventually accomplished oversaw mind. What is overseen mind and how can it influence us? Comment by Elaine Testerman: Is this the word you meant to use?
IV. Reason behind the increasing health care co ...
How to Start, Run and Manage a Hospital Successfully by Dr.Mahboob ali khan Phd Healthcare consultant
The purpose of this paper is to give a brief outline of the pre-planning and strategic thinking in which an entrepreneur might consider before investing in or starting up a new hospital in the developing world.
There are numerous examples of hospital startups that were ill-conceived or poorly planned and have resulted in either a hospital that was partially constructed and abandoned or were completed and within two years failed in profitability and now sit idle. Other examples exist of underperforming assets. What went wrong? What could the investors have done to decrease their investment risk and increase the chances of the hospital being successful?Globalization of Healthcare.
1Health Insurance MatrixAs you learn about health care del.docxfelicidaddinwoodie
1
Health Insurance Matrix
As you learn about health care delivery in the United States, it is necessary to understand the various models of health insurance to develop important foundational knowledge as you progress through the course and for your role as a future health care worker. The following matrix is designed to help you develop that knowledge and assist you in understanding how health care is financed and how health insurance influences patients and providers. Fill in the following matrix. Each box must contain responses between 50 and 100 words and use complete sentences.
Model
Describe the model
How is the care paid or financed when this model is used?
What is the structure behind this model? Is it a gatekeeper, open-access, or combination of both?
What are the benefits for providers in using this model?
What are the challenges for providers in using this model?
Health Maintenance Organization (HMO)
Preferred Provider Model
Point-of-Service Model
Provider Sponsored Organization
High Deductible Health Plans and Savings Options
Cite your sources below.
References
H 235: Health Care Services
Textbook: Niles, N. J. (2014). Basics of the US health care system (2nd ed.). Burlington, MA: Jones & Bartlett Learning.
Shi, L., & Singh, D.A. (2015) Delivering health care in America: A systems approach (6th ed.). Burlington, MA: Jones & Bartlett Learning.
Instructions: Please ensure to substantiate your response with scholarly sources and/or also a personal account of your own experience in the work place or personal life. Cite and reference work! QUESTIONS 1 – 11 USE TEXBOOK ABOVE & FOR QUESTIONS 1, 4 & 5 PLEASE SEE ATTACHED DOCUMENTS.
1. Read Chapter 8 Healthcare Financing and discuss what you found the most or least interesting. See Chapter 8 attached. Must be 200 word count.
1. Glenn: This chapter covers the different types and costs of health care. According to our reading, the cost of health care increases about 6% annually, and the new concentration of the health care industry is controlling overall cost. In the past, health care spending was not controlled, so providers could submit a claim for reimbursement and be automatically reimbursed with no penalty or incentive to control spending. I am sure that many claims were summited that were grossly over estimated, leading to higher health care costs for insurance companies and the consumers. I thought that the portion CDHPs was interesting. CDHPs allow consumers to control health care costs by giving them the opportunity to save money for health care, by letting consumers bank tax free money from paychecks to use towards medical expenses. I wish the data was more up to date, because I seem to remember reading somewhere in the Los Angeles Times that health care costs were due to increase well above the average annual increase in 2015. I know that a lot of those costs get passed on to the consumer, and it would be interesting to see just how much of tha ...
Similar to Mintzberg managing the myths_of_health_care (20)
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
Navigating the Health Insurance Market_ Understanding Trends and Options.pdfEnterprise Wired
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Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
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Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
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Research: Studying gene function to unlock new knowledge.
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1. Health care leadership
04 World Hospitals and Health Services Vol. 48 No. 3
ABSTRACT: Myths impede the effective management of health care, for example that the system is failing (indeed, that
is a system), and can be fixed by detached social engineering and heroic leadership, or treating it more like a business.
This field needs to reframe its management, as distributed beyond the “top”; its strategy as venturing, not planning; its
organizing as collaboration beyond control, and especially itself, as a system beyond its parts.
M
yths abound in management, for example that senior
managers sit on “top” (of what?), that leaders are more
important than managers (try leading without managing),
and that people are human resources (I am a human being).
Myths abound in what is called the system of health care too,
not least that it is a system, and is about the care of health (mostly
it is a collection of treatments for disease). Combine these two
sets of myths, as is increasingly common these days, and you end
up with the mess we now face in the world of health care.
Let us begin with the myths of managing now prevalent in health
care and then turn to some reframing that may help to escape this
mess.
Myth #1: The health care system is failing. Speak to people
almost anywhere in the world and they will tell you how their
system of health care is failing. The truth is quite the opposite: In
most places in the developed world, health care is succeeding –
expensively. In other words, success is the problem, not failure.
Consult almost any statistic. We are living longer, losing fewer
infants, and so on, in large part because of advances in
treatments. The trouble is that many of these are expensive, and
we don’t want to pay for them – certainly not as healthy people
through our insurance premiums or taxes. So health care services
get squeezed, and it looks like the system is failing. In fact, as we
shall discuss below, the problems are not in the health care
services themselves so much as in the consequences of our
interventions to fix this ostensible failure. We consider three
interventions in particular: social engineering, leadership, and
business practice.
Myth #2: The health care system can be fixed by clever
social engineering. The system is broken so the “experts” have
to fix it: usually not people on the ground, who understand the
problems viscerally, but specialists in the air, such as economists,
system analysts, and consultants, who believe they understand
them conceptually. Thanks to them, in health care we measure
and merge like mad, reorganize constantly, apply the
management technique of the month, “reinvent” health care every
few years, and drive change from the “top” for the sake of
participation at the bottom.
Do all this and all will be well, we are told. But is it ever? In
HENRY MINTZBERG
P CLEGHORN PROFESSOR OF MANAGEMENT STUDIES,
MCGILL UNIVERSITY, CANADA
particular, at this so-called bottom, the real experts struggle to
cope with the pressures, not least from these very “solutions,”
most of which seem to make things increasingly convoluted.
What if, instead, we came to appreciate that effective change in
health care has to come largely out of the operations, and diffuse
across them rather than forced down into them? Consider, for
example, the changes in recent times that have made the greatest
differences, not only in cutting costs – that’s the easy part – but
also in improving quality. Day surgeries have to be near the top of
that list. This idea came from engaged clinicians, not detached
social engineers.
Myth #3: Health care institutions as well as the overall
system can be fixed by bringing in the heroic leader. New
leadership can certainly help, at least when it replaces a leadership
that was worse. But what does effective leadership mean in a field
where the professionals have so much of the power? In hospitals,
for example, physicians are usually far more responsive to their
own hierarchies of professional status than the managerial
hierarchies of formal authority. Hence what can be called “heroic
leadership”, so fashionable now in business (witness the whole
system of bonuses), can be bad for health care, let alone for
business itself. Far more necessary is what can be called engaging
management: managers who are deeply and personally engaged
so as to be able to help engage others.
Myth #4: The health care system can be fixed by treating
it more as a business. This is a particularly popular prescription
in the United States. Perhaps no country on earth treats health
care more as a business, or is more encouraging of competition in
this field. But given America’s current state of performance – far
more expensive than anywhere else, with overall quality rankings
that are mediocre – shall we take this as testimonial to the
wonders of competition and business practices in the field of
health care?
The United States spends about 31¢ of every health care dollar
on administration; Canada, with much less competition and far
less of a business orientation in health care, spends about 17¢,
and achieves better measures of quality. To quote from an article
in the New York Times: “Duplicate processing of claims, large
numbers of insurance products, complicated bill paying systems
Managing the
myths of health care
04-07 – Henry Mintzberg.qxd:48_3 23/10/12 10:13 Page 4
2. World Hospitals and Health Services Vol. 48 No. 3 05
Health care leadership
twentieth century, arguably the three most significant
pharmaceutical developments – penicillin, insulin, and Salk
vaccine – all came out of not-for-profit laboratories.)
The Myths of Measurement and of Scale Measurement is a fine
idea, as long as it does not mesmerize the user. Unfortunately, it
so often does: both managers who rely on it for control and
physicians who believe that being “evidence-based” always has to
trump being “experienced-based.” Management and medicine
alike have to balance these two in order to be effective.
Unfortunately, too much of health care at both the administrative
and clinical levels has been thrown out of balance by their
obsessions with measurement.
In the management of health care, the frustration of trying to
control rather autonomous professionals has led the
administrators and social engineers to a reliance on measurement.
And this, it should be noted, is no less prevalent in private sector
control by insurance companies and HMOs, etc, than in public
sector control by government agencies.
The problem with measurement is that, while the treatments
exist in standard categories – certain medications for manic-
depression, particular forms of angioplasty for various heart
conditions, etc. – their outcomes are often not standard, and
therefore can be tricky to pin down by measurement. That is
because we as individual patients are not standardized, and so our
treatments have to be tailored to our individual needs and
conditions.
It is often said that “If you can’t measure it, you can’t manage it.”
Well, who has ever adequately measured the performance of
management? (Don’t tell me it can be done by looking at a stock
price.) In fact, who has ever even tried to measure the
performance of measurement itself? I guess we must conclude
therefore that neither management nor measurement can be
managed.
So what can be done if we cannot rely wholly on measurement?
That’s easy: use judgment. Remember judgment? Can you
imagine medicine without judgment? Well, then, I suggest that you
not try to imagine management without judgment either.
Measurement favors large scale; in fact scale is measurement.
So a society mesmerized by measurement is a society obsessed
with large scale. Hence the small hospitals are the ones that get
closed. Herzlinger wrote in her 2006 Harvard Business Review
article that “Health care is still an astonishingly fragmented
industry. More than half of the US physicians work in practices of
three or fewer doctors; a quarter of the nation’s 5,000 community
hospitals and nearly half of its 17,000 nursing homes are
independent.” But what is wrong with that? She added that “You
can roll a number of independent players into a single
organization…to generate economies of scale”. Picture that!
Notice the term: economies of scale. Not effectiveness of scale
but economies of scale. Too much of the management of health
care has come to be about using scale to reduce measurable
costs at the expense of difficult-to-measure benefits.
I am not trying to make the case that smaller is always more
beautiful, only to plead that bigger is not always better. Scale, too,
has to be judged, especially for its impact on performance. Health
care as a calling works best in units that are as humanly small as
the best of technology allows. This, in fact, seems to hold true
even in pharmaceutical research. To quote Roger Gilmartin when
he was chief executive of Merck: “Scale has been no indication of
and high marketing costs [plus all the “paperwork required of
American doctors and hospitals that simply do not exist in
countries like Canada or Britain”] add up to high administrative
expenses“ (Bernasek 2007). In the name of competition, American
health care in fact suffers from individualization: every professional
and every institution for his, her, or itself.
So again, let’s try it differently: Health care functions best as a
calling, not a business; as such, it needs greater cooperation, not
competition, among its many players and institutions. Physicians
may be well paid, but these are smart people capable of earning
large incomes elsewhere. What keeps many, if not most, of them
in health care is the sense of service. This applies equally, if not
more so, to the nurses, who don’t earn that kind of money, and
many of the managers too. What happens to health care as a
calling when it is seen as “one-stop shopping”, hospitals as
“focused factories”, patients as “customers” and “consumers”,
and physicians as “industry players” (as described by Herzlinger
2006)?
Myth #5 and 6: Health care is rightly left to the private
sector, for the sake of efficiency. Health care is rightly
controlled by the public sector, for the sake of equality. Take your
choice, according to the country in which you live. In fact, if you
live where the services are largely public, you hear a great deal
about the private sector (as in Canada now). And if you live where
they are largely private, then you hear a great deal about the public
sector (as in the recent debates in the United States Congress).
That is because nowhere in the world today can the field of health
care function without serious involvement of both government
controls and market forces.
Many Americans, and not only on talk radio shows, are sharply
critical of the role of the state in health care. In two influential
publications, Porter and Teisberg were highly dismissive of the
state as a player in this field. Their book Reforming Health Care
(2006) referred to government-controlled regulations as “never a
real solution” (although it certainly is in most developed countries).
Concerning the unsatisfactory performance of American health
care over many years, they claimed in their related Harvard
Business Review article (2004) that “while this may be expected in
a state-controlled sector, it is nearly unimaginable in a competitive
market.” (Again, the facts suggest exactly the opposite.)
Of particular importance is that many of the most important
services in health care come from neither the public nor the private
sector. Canada and the United States sit near the two extremes on
this issue, yet the vast majority of hospitals in both countries are in
the plural sector, namely in the form of organizations that are
owned by no-one (so called “voluntary” in the United States), and
that includes the most prestigious. Efficiency and equality certainly
matter in health care, but hardly more so than quality, which often
seems to be delivered best by organizations that are autonomous
– controlled neither by the state nor owned by private
shareholders. Presumably this helps to reinforce the engagement
of their professionals with regard to their sense of calling.
Of course, all the sectors have a role to play in health care: the
public sector, largely to maintain a certain level of equality (as in the
new American legislation) as well as in regulation; the private
sector, significantly to provide supplies and equipment as well as
some of the more routine services; and the plural sector, for the
delivery of many of the key professional services, including
research. (And the latter might well include pharmaceuticals. In the
04-07 – Henry Mintzberg.qxd:48_3 23/10/12 10:13 Page 5
3. venturing, the nature of most health care organizations can be
better understood. The prevailing model in business is what can
be called the “machine organization”: top-down, hierarchically-
focused, control-oriented, numbers-driven, and outputs-
standardized. Managers rule. But a very different model, that can
be called the “professional organization”, is more common in
health care: expert-driven, skills-oriented, and highly oriented to
pigeonholing, which means getting the client into the right box
(mania, hernia, etc.) so that the most appropriate intervention can
be applied.
Such pigeonholing describes the great strength of the
professional organization as well as its debilitating weakness. The
professionals get used to operating in their own pigeonholes, as
free as possible of the influence of their own colleagues, let alone
the controls of the managers.
Unfortunately, as human patients we are sometimes square
pegs forced into these round holes. Some of us have this habit of
getting illnesses that cut across the disease categories, or worse
still, that don’t fit them well (as in auto-immune diseases). Then we
require interventions that cut across the pigeonholes, which are
often resisted by medical specialists used to operating within
them. In other words, we need collaboration from people who are
mostly inclined to avoid it.
How to organize around this problem? The inclination has been to
use solutions designed for the machine organization – centrally-
imposed control systems, performance measures, financial
incentives and the like, or else expecting managers up the hierarchy
to force the professionals to collaborate. But these hardly work well
with independent professionals. Resistance to collaboration in the
professional organization will more likely be overcome by drawing on
the professionals’ sense of calling, and enhancing their organization
as a community of service. Put differently, when people are
committed to their organization, and not just to their own profession,
they are more likely to collaborate effectively. A good sense of this
can be had from some comments made by Atul Gawande in one of
his New Yorker articles on health care:
The Mayo Clinic… is among the highest-quality, lowest-cost
health-care systems in the country. A couple of years ago, I
spent several days there as a visiting surgeon. Among the
things that stand out from that visit was how much time the
doctors spent with patients. There was no churn – no shuttling
patients in and out of rooms while the doctor bounces from one
to the other…
The core tenant of the Mayo Clinic is “The need of the patient
first” – not the convenience of the doctors, not their revenues.
The doctors and nurses, and even the janitors, sat in meetings
almost weekly, working on ideas to make the service and the
care better, not to get more money out of patients. …decades
ago Mayo recognized that the first thing it needed to do was
eliminate the financial barriers. It pooled all the money the
doctors and the hospital system received and began paying
everyone a salary, so that the doctors’ goal in patient care
couldn’t be increasing their income. …almost by
happenstance, the result has been lower costs (2009: 14–15).
Reframing scale: As human beyond economic
None of the guidelines suggested above are helped by large scale
– not community, not engagement, not collaboration, not closing
the gap between administration and operations. Nor does large
Health care leadership
06 World Hospitals and Health Services Vol. 48 No. 3
the ability to discover breakthrough drugs. In fact, it has been the
other way – you get bogged down” (Clifford, 2000).
All of this suggests that it is time for some reframing in the
management of health care. What follows is not social engineering
so much as a suggested set of guidelines.
Reframing management: As distributed beyond the “top”
As noted at the outset, management on “top” is a myth. Aside from
that ubiquitous chart, and those famous bonuses, what is
management on top of exactly? Indeed, in hospitals, “top”
managers often sit on the ground floor (perhaps to be able to make
a quick getaway). Seeing yourself on top of an organization all too
often means not being on top of what is going on in that
organization.
Should these top managers have the power to make decisions
about the purchase of expensive equipment, independent of the
physicians who use them? That hardly makes more sense than
leaving those decisions to the physicians themselves. These are
not financial decisions or technical decisions but hospital
decisions, and so require collaboration on the part of managers
and physicians. And, make no mistake about it, involvement in
such decision making places the physicians squarely in the realm
of management – as soon as we get past the notion that
management is something practiced only by people called
managers. Many health care organizations require “distributed
management”, which means that managerial activities be
performed by whoever has the necessary skills, knowledge, and
perspective to carry them out most effectively – and that often
means collaboratively.
Reframing strategy: As venturing, not planning
If you want to understand what strategy means in a professional
organization such as a hospital, stay away from almost all the
strategy books. They tell you about strategic planning from the top;
recognize instead strategic venturing at the base.
If strategy concerns the positioning of products and services for
users, then in a hospital the services are specific kinds of
treatments for specific diseases. And where do these come from?
Rarely from any “top” management and rarely in any planning
process. They come mostly from the venturing activities of
professionals: concern about a new disease here, championing of
a new treatment there. In other words, the strategy of a hospital is
largely the sum total of the many ventures of its professional staff.
So here, especially, is where we see distributed management:
Professionals on the ground, who are not managers, are
responsible for most of the strategic initiatives in health care.
Sure there are other, more conventional strategies determined at
large – for example about what services to offer and where to
locate them. But much of that is built into the structure and history
of the institution.
Hospitals may engage in strategic planning, but a great deal of
this, in my experience, doesn’t amount to much. Too often it is just
another indication of what can be called “the administrative gap” –
the disconnect between the machinations of management and the
operations of clinicians (Mintzberg 1994, 2007).
Reframing organization: As collaboration beyond control,
communityship beyond leadership
With management as distributed and the strategy process as
04-07 – Henry Mintzberg.qxd:48_3 23/10/12 10:13 Page 6