Week 6 discussion 2
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The document discusses strategic alliances between healthcare organizations and the role of physicians. It notes that strategic alliances can help control costs, increase quality and access to care, and increase influence in the healthcare system while maintaining independence. The document advises that physicians should be involved in strategic planning. As the hospital administrator, in response to a physician threatening to resign over a strategic alliance contract, they would ask to meet with the physician before signing to get their feedback and suggestions for alliances that better fit the hospital's priorities around quality and cost containment.
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Running Head STRATEGIC ALLIANCE 1STRATEGIC AL.docx
Running Head: STRATEGIC ALLIANCE 1
STRATEGIC ALLIANCE3
Strategic Alliance in Health Care
Strategic alliance in health care arises about with accountable care in organization as related reforms aims to increase coordination between health care providers. Due to the uneven nature of health care system. Strategic alliance in health care along with successful coordination will pivot in large part on the ability of health care organization to successful partner across organizational boundaries. Furthermore, under Medicare partnership accountable care organization has lower quality enactment. This is arrived at by the use of qualitative interviews released that providers are motivated to partner for resource complementarity, risk lessening and legislative requirements. By way of conjointly bringing together official as well casual responsibility device. Strategic alliance in health care may provide an important window to screen a potential wave of health care consolidation or in contrast new models of independent providers’ successfully coordinating patient care.
There has been development in the number of physicians joining the practices and physician practice joining hospital and health care system. As result coordination of clinical care often requires working transversely in organizational boundaries. This is predominantly true when providing care to intricate or high need patients who often require attention for post- acute care facilities such as skilled nursing facilities, rehabilitation centers and home health agencies strategic alliance in health care aims to encourage coordinating through financial incentive and rewards for meeting quality performance targets and total cost of care benchmarks. With required dynamic trust of association. So as to meet desired cost and quality objective. Strategic alliance in health care is recognized arrangements between two or more independent organization to succeed shared or harmonious goals. This is substantial growth in such relationships in health care sector. Notably, these arrangements between autonomous organizations are non-ownership relation based. The primary motivation for this strategic alliance in health lie in understanding needs for resources and capabilities needs to frontier transaction cost and the need to respond to external requirements from Medicare. The benefit of the strategic alliance in health care contribution risk or gaining resources, personnel benefits including improved staffing and management capabilities and organization benefits including growth, opportunities to learn and gain new proficiencies and mutual support and group collaboration.
Numerous methods have been used hence mixed method analysis which involves survey data, performance data, and semi-structured interviews. Questions examined involved to what range is strategic alliance in health benefit to the health sector organization, second how is strategic alliance performance in different organ.
Compare and contrast conflict visions in healthcare
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Article 1ECG management consultants. (2007). The Strategic Imper.docx
Article 1
ECG management consultants. (2007). The Strategic Imperative of Adapting the Hospital’s Management Structure. Insight, 1-6. http://www.healthleadersmedia.com/content/86219.pdf
a)
The author points out that many hospitals are struggling with how to execute strategic plans effectively in their organizational structure. These institutions lack efficient decision-making processes, accountability for the performance of key strategies and the recognition of the importance of hospital strategies to propel them to new business. The key challenge in provider-based organizations is their inability to focus their strategies on the provision of high-quality patient care services. Hospitals should stop focusing on performance-driven traditional strategies and instead align their strategies to focus on a service line.
To ensure that such procedures are executed efficiently, it is important that their organizational structures are informed by the care service strategy. The organizational structure should ensure that the strategy is encompassed in their strategic plan, organizational control structure, management responsibilities and physician leadership. In today’s world, patients are seeking more care on their heart conditions, cancer or other illnesses or injuries rather than on traditional hospital departments such as nursing, physical therapy or radiology. By focusing on patient care functions along these service lines, hospitals can optimize performance. The organizational structure should also be streamlined to support key strategies. Laying a strong foundation for the organization structure is important to ensure that key strategies are executed effectively. The control structure should also be flexible enough to adapt to shifts in strategy. Introducing changes such as a focus on traditional performance-driven strategies to a service line is sometimes stalled due to a rigid management structure. It is important to have a flexible control structure to facilitate decision-making processes that are most times challenged by poor leadership structures.
b)
Given the opportunity, I would correct an inefficient hospital strategy by reorganizing the organizational structure to focus entirely on key strategies of a service line. Clinical services, planning, marketing and public affairs are some of the new elements that I would to traditional organizational structures in hospitals. This way, any shifts in strategies can easily be adapted due to a flexible control structure. At the same time, as a leader, I would focus on building value around my employees by assigning them responsibilities based on the right service lines. This will ensure that they remain accountable for their performance and use of resources along with their service lines. A good management structure is also necessary to maintain a good relationship between the business strategy and the performance of my employees.
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Running head OUTLINE 1OUTLINE3Outli.docx
Running head: OUTLINE 1
OUTLINE3
Outline
Topic: Organizational and administrative features of health care facilities or systems
Identification of the issue: The management and operations in the healthcare system are largely facilitated administrative and the entire team in the organization. There are various organizational issues that face the healthcare system including nursing shortage, lack of proper inclusivity, poor communication, lack of proper technology inclusivity, and competences issues, among others. Organizational and administrative features are important to be established and resolved in order to ensure effectiveness and continuity.
Background: Organizational and administrative features of health care facilities may incorporate a wider range of aspects within the healthcare sector. Some of the issues may include management issues or conflicts that influence the operation of healthcare systems. The administrative feature like politics and conflict of interest may facilitate negative implications to the healthcare system. These organizational and administrative issues may affect the healthcare system from the national levels, regional and local. When poor policies are developed by management, the entire system may be affected significantly.
Problem Analysis/Literature Review: According to Fanjiang et al. (2005), organizational issues like technology and other frameworks of management significantly affects the quality of health care delivery to the patient. Additionally, this may lead to poor reputation of the organization services provision and cause the entire system to experience failures in the long-run. On the other hand, Donev, Kovacic, & Laaser (2004), provides that organizational and administrative issues can be largely managed or resolved when there is more inclusivity of the shareholder, community, and other involved parties. This is evidence as lack of inclusivity may lead to conflict of interest and poor decision-making processes. Siegrist et al. (2010) provide that work-related stress among physicians, which is linked to administrative issues has been an issue of growing concern in recent years. This has led to nursing burnout hence increasing the number of turnover rates. With increasing nursing shortage, there is need to improve working conditions and encourage more people to join the healthcare professional. Chukmaitov et al. (2015) indicate that with effective management strategies there can be a significant improvement in the healthcare sector in terms of quality, cost, and associations. Ginter, Duncan & Swayne (2018) provides that organizational and administrative aspects influence the effectiveness of service provision in the healthcare industry hence there is a need to develop an evidence-based intervention that will ensure effectiveness within the industry.
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Advocating Through PolicyAs noted by Dr. Stanley and Dr. W
Advocating Through Policy
As noted by Dr. Stanley and Dr. White in this week’s media presentation, professional nurses should be engaging in advocacy efforts to improve health and nursing practice through involvement in the policy process at the institutional, local, state, or federal levels. This array of possibilities for involvement provides opportunities for all nurses, regardless of time, or other possible constraints. Successful policy making is a collaborative effort, and one that commands mutual respect from all involved. Your involvement in policy making can lead to expanded opportunities as both a nurse leader and as a respected member of an interprofessional health care team.
Note
: This Discussion provides a forum for discussing advocacy opportunities and honing your presentation skills in a small group setting.
To prepare:
Reflect on the insights offered by Dr. Stanley and Dr. White on engaging in advocacy through the policy process.
Identify a practice issue that is of interest to you and that could benefit from advocacy efforts through the policy process.
Consider the stakeholders and any special interest or professional organizations that would support your issue.
Develop a short, yet persuasive PowerPoint (up to 3 slides IN APA FORMAT) as follows:
1) Identify the practice issue that would benefit from being addressed through the policy process
2) Represent the key stakeholders (i.e. use graphical images when possible)
3) Propose one strategy for how a nurse could advocate for this issue
The PowerPoint should be succinct, visually appealing, and effective.
By Tuesday 5/8/18 6pm
Post
your PowerPoint presentation.
Required Readings
Bodenheimer, T., & Grumbach, K. (2016).
Understanding health policy: A clinical approach
(7th ed.). New York, NY: McGraw-Hill Medical.
Chapter 17, “Conclusion: Tensions and Challenges”
This chapter concludes with final thoughts on the challenge of providing quality health care and controlling health care costs. The solution is likely to be resolved only by a collaborative approach, involving all health care stakeholders, and by health professionals taking the lead.
Howard, J., Levy, F., Mareiniss, D. P., Craven, C. K., McCarthy, M., Epstein-Peterson, Z. D., & et al. (2010). New legal protections for reporting patient errors under the Patient Safety and Quality Improvement Act: A review of the medical literature and analysis.
Journal of Patient Safety, 6
(3), 147-152
.
The authors studied the dissemination of information on the Patient Safety and Quality Improvement Act (PSQIA), a federal act that affords protection to those reporting medical errors. They found medical literature to be inadequate in this regard, and as a result, medical personnel were uninformed on their legal protections. This lack of information has become a barrier to policy implementation.
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Market Power, Transactions Costs, and the Entryof Accountabl.docx
Market Power, Transactions Costs, and the Entry
of Accountable Care Organizations in Health Care
H. E. Frech III.1 • Christopher Whaley2 •
Benjamin R. Handel3 • Liora Bowers4 •
Carol J. Simon5 • Richard M. Scheffler6
Published online: 15 July 2015
� Springer Science+Business Media New York 2015
Abstract ACOs were promoted in the 2010 Patient Protection and Affordable
Care Act (ACA) to incentivize integrated care and cost control. Because they
involve vertical and horizontal collaboration, ACOs also have the potential to harm
competition. In this paper, we analyze ACO entry and formation patterns with the
use of a unique, proprietary database that includes public (Medicare) and private
ACOs. We estimate an empirical model that explains county-level ACO entry as a
function of: physician, hospital, and insurance market structure; demographics; and
other economic and regulatory factors. We find that physician concentration by
organization has little effect. In contrast, physician concentration by geographic
Earlier versions of this paper were presented at the International Industrial Organization Conference in
Boston, the International Health Economics Association meeting in Sydney, the Allied Social Science
meetings in Philadelphia, the ACO Workshop in Berkeley, and the Bates White Health Care and Life
Science Seminar in Washington, D.C. Thanks are due to the participants of those meetings, especially
Martha Starr, Dean Rice, and Martin Gaynor for helpful comments. Thanks are also due to Sandra
Decker, Abe Dunn, Robert Obstfeldt, Jim Rebitzer, Michael Morrisey, Jessica Foster, and Lee Mobley
for helpful comments on earlier versions and to the referees and editor of this journal for more recent
useful comments.
& H. E. Frech III.
[email protected]
Christopher Whaley
[email protected]
Benjamin R. Handel
[email protected]
Liora Bowers
[email protected]
Carol J. Simon
[email protected]
1
Department of Economics, University of California, Santa Barbara, Santa Barbara, CA 93106,
USA
123
Rev Ind Organ (2015) 47:167–193
DOI 10.1007/s11151-015-9467-y
http://crossmark.crossref.org/dialog/?doi=10.1007/s11151-015-9467-y&domain=pdf
http://crossmark.crossref.org/dialog/?doi=10.1007/s11151-015-9467-y&domain=pdf
site—which is a new measure of locational concentration of physicians—discour-
ages ACO entry. Hospital concentration generally has a negative effect. HMO
penetration is a strong predictor of ACO entry, while physician-hospital organiza-
tions have little effect. Small markets discourage entry, which suggests economies
of scale for ACOs. Predictors of public and private ACO entry are different. State
regulations of nursing and the corporate practice of medicine have little effect.
Keywords Health care competition � Antitrust � Entry � Integration � Accountable
care organizations � Transactions costs � Obama plan
JEL Classification L 14 � I11 � L44 � I18 � L41
1 Introduction and Overview
The US health car ...
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The Impact of Chronic Illness refers to the wide-ranging effects and consequences that chronic illnesses have on individuals, their families, and society as a whole. Chronic illnesses are long-term health conditions that often require ongoing medical care and management.
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Emotionally, chronic illnesses can lead to psychological distress, including feelings of sadness, anxiety, frustration, or even depression. Coping with the uncertainties and limitations imposed by the illness can significantly impact a person's mental well-being.
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Chapter 13
Collaboration
The American Nurses Association (ANA) defines collaboration as “recognition of the expertise of others within and outside the profession, and referral to those other providers when appropriate. Collaboration involves some shared functions and a common focus on the same overall mission” (2010b, p. 40). This is a critical competency required to practice in any healthcare setting today or to participate in any aspect of healthcare delivery—critical for effective patient-centered, quality care. The increased emphasis on using interprofessional teams to meet the patient’s needs across the continuum of care requires collaboration. Team members and different healthcare providers must be able to work together; recognize strengths and limitations; respect individual responsibilities and expertise; and maintain open, effective communication.
Nurses who have long worked on teams should be familiar with teamwork. Despite this, there continues to be a separation between physicians and nurses, who often work in silos. Nurses and physicians need to work together to ensure that the patient receives the care that is required when it is required. Collaboration involves cooperative effort among all healthcare providers offering care for a patient. This will result in more effective decision making with healthcare professionals working together to accomplish identified outcomes. This is not easy to do. There are professional issues, territory issues, conflicting goals, inadequate communication, and multiple differences; however, despite all of this, effective and efficient care requires collaboration. The system is just too complex to function well without collaboration. The nurse is often the person who must lead the effort to ensure collaboration occurs.
Key Definitions Related to Collaboration
Collaboration is a cooperative effort that focuses on a win-win strategy. To collaborate effectively, each individual needs to recognize the perspective of others who are involved and eventually reach a consensus of a common goal(s). The ANA notes that collaboration involves recognition of expertise and some shared functions (2010a, 2010b). The ANA’s Nursing: Scope and Standards of Practice(2010b) and the Nursing Administration Scope and Standards of Practice (2009) also identify the need for collaboration, emphasizing that all nurses are expected to collaborate. The American Organization of Nurse Executives (AONE) also includes the need for collaboration in its descriptions of leadership competencies, as described in Appendix A.
Key concepts related to collaboration are partnership, interdependence, and collective ownership and responsibility. Considering these concepts helps in understanding the impact of collaboration. Collaboration is also a process. It is not stagnant but rather changes, which requires staff to make adjustments to collaborate with others as situations change. The American Association of Critical-Care Nurses’ nurse competenc.
Professional power in health care
Professional power in healthcare comes from legal authority, regulations, codes of conduct, experience, and organizational roles. It gives professionals the capacity and expertise to achieve organizational goals through mobilizing resources and making decisions within their clinical specialties. While medicine has traditionally been the most powerful profession, collaborative teams aim to empower all professionals by sharing power and decision-making authority based on knowledge and the needs of patients. Differentials in power between professions still exist but effective collaboration requires acknowledging, recognizing, and resolving power imbalances.
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Grassroots lobbying and joining professional nursing organizations are two opportunities for RNs and APRNs to participate in policymaking. However, challenges include limited time and resources due to heavy workloads and lack of policy education. These challenges can be overcome through policy internships and advocating for nursing schools to provide policy education and healthcare organizations to support nurse involvement in policymaking.
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RNs and APRNs can participate in policy evaluation through professional nursing organizations or by contacting their local legislators. Some opportunities include gathering data for professional organizations, using evidence-based research to propose policy improvements to legislators, or advocating on social media. However, nurses may face challenges like disagreeing with others' opinions, lack of resources, or difficulty contacting legislators. To address these challenges, nurses can utilize resources from their organizations, conduct thorough research before proposing policy changes, and build relationships with other nursing professionals and policymakers. Effective strategies for participation include using writing tools to strengthen proposals, searching credible databases, and collaborating with fellow nurses.
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1) The document discusses competing needs within healthcare organizations as payment models shift from fee-for-service to value-based. This puts pressure on care quality and resource allocation.
2) Strategies used to address this include establishing separate performance measures for quality and preventative care. This improves primary care coordination but requires additional training and resources.
3) Adopting a strategy that integrates varied healthcare professionals and specialties can improve outcomes but coordinating different performance metrics takes effective administration and financial investment.
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1. Formulate
one
new comment of your own. It must be a logical and thoughtful response that synthesizes the comments
Health administrators conduct operation of health clinics, hospitals and other types of medical organizations. They possess the responsibility for multiple functions such as finance, budgets, programs, and staff members. There may be occasions where they deal with patients but more so assist with creating health policies. Policy in healthcare is significant because it forms a common plan of action utilized to reinforce desired results and is an essential guideline to assist composing decisions (Leahy, n.d.). Healthcare policy communicates the desired results of the organization to the staff members. It also assists staff members to acknowledge their roles and responsibilities within their respective sections. Health policy ultimately should build the base for the distribution of secure and efficient quality care. Policy and procedures are existing documents that should cultivate and adjust with an organization. While the core elements of health policy may remain the same, the details should transition with the corporation and the organization (Powerdms, 2017). It is important to stay up to date on policy because outdated policies have the potential to leave an organization at risk. Expired or old policies may not be in compliance with current laws and regulations. Periodically reviewing your organizations policies and procedures will ensure that your organization will remain current and efficient.
.
Chapter 13 Improving Teamwork Collaboration, Coordination, an.docx
Chapter 13
Improving Teamwork: Collaboration, Coordination, and Conflict Resolution
Collaboration
The American Nurses Association (ANA) defines collaboration as “recognition of the expertise of others within and outside the profession, and referral to those other providers when appropriate. Collaboration involves some shared functions and a common focus on the same overall mission” (2010b, p. 40). This is a critical competency required to practice in any healthcare setting today or to participate in any aspect of healthcare delivery—critical for effective patient-centered, quality care. The increased emphasis on using interprofessional teams to meet the patient’s needs across the continuum of care requires collaboration. Team members and different healthcare providers must be able to work together; recognize strengths and limitations; respect individual responsibilities and expertise; and maintain open, effective communication.
Nurses who have long worked on teams should be familiar with teamwork. Despite this, there continues to be a separation between physicians and nurses, who often work in silos. Nurses and physicians need to work together to ensure that the patient receives the care that is required when it is required. Collaboration involves cooperative effort among all healthcare providers offering care for a patient. This will result in more effective decision making with healthcare professionals working together to accomplish identified outcomes. This is not easy to do. There are professional issues, territory issues, conflicting goals, inadequate communication, and multiple differences; however, despite all of this, effective and efficient care requires collaboration. The system is just too complex to function well without collaboration. The nurse is often the person who must lead the effort to ensure collaboration occurs.
Key Definitions Related to Collaboration
Collaboration is a cooperative effort that focuses on a win-win strategy. To collaborate effectively, each individual needs to recognize the perspective of others who are involved and eventually reach a consensus of a common goal(s). The ANA notes that collaboration involves recognition of expertise and some shared functions (2010a, 2010b). The ANA’s Nursing: Scope and Standards of Practice (2010b) and the Nursing Administration Scope and Standards of Practice (2009) also identify the need for collaboration, emphasizing that all nurses are expected to collaborate. The American Organization of Nurse Executives (AONE) also includes the need for collaboration in its descriptions of leadership competencies, as described in Appendix A.
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Advocating Through Policy Empire Essays.pdf
Nurses should engage in advocacy efforts to improve health and nursing practice through involvement in the policy process at various levels of government. There are opportunities for nurses to get involved regardless of time constraints. Successful policymaking requires collaboration between stakeholders. Nurses can become leaders and respected members of interprofessional healthcare teams by participating in the policy process.
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Emotionally intelligent healthcare
The document discusses the need for physician leadership given changes brought by the Affordable Care Act. It argues that physician involvement is critical to successfully implementing programs like Value Based Purchasing and Accountable Care Organizations that encourage quality improvement and cost reduction. However, medical training focuses on clinical skills and does not prepare physicians for leadership roles requiring skills like collaboration and emotional intelligence. Developing physician leadership requires addressing this gap through training that emphasizes competencies like emotional intelligence shown to predict leadership success.
Running Head STRATEGIC ALLIANCE 1STRATEGIC AL.docx
Running Head: STRATEGIC ALLIANCE 1
STRATEGIC ALLIANCE3
Strategic Alliance in Health Care
Strategic alliance in health care arises about with accountable care in organization as related reforms aims to increase coordination between health care providers. Due to the uneven nature of health care system. Strategic alliance in health care along with successful coordination will pivot in large part on the ability of health care organization to successful partner across organizational boundaries. Furthermore, under Medicare partnership accountable care organization has lower quality enactment. This is arrived at by the use of qualitative interviews released that providers are motivated to partner for resource complementarity, risk lessening and legislative requirements. By way of conjointly bringing together official as well casual responsibility device. Strategic alliance in health care may provide an important window to screen a potential wave of health care consolidation or in contrast new models of independent providers’ successfully coordinating patient care.
There has been development in the number of physicians joining the practices and physician practice joining hospital and health care system. As result coordination of clinical care often requires working transversely in organizational boundaries. This is predominantly true when providing care to intricate or high need patients who often require attention for post- acute care facilities such as skilled nursing facilities, rehabilitation centers and home health agencies strategic alliance in health care aims to encourage coordinating through financial incentive and rewards for meeting quality performance targets and total cost of care benchmarks. With required dynamic trust of association. So as to meet desired cost and quality objective. Strategic alliance in health care is recognized arrangements between two or more independent organization to succeed shared or harmonious goals. This is substantial growth in such relationships in health care sector. Notably, these arrangements between autonomous organizations are non-ownership relation based. The primary motivation for this strategic alliance in health lie in understanding needs for resources and capabilities needs to frontier transaction cost and the need to respond to external requirements from Medicare. The benefit of the strategic alliance in health care contribution risk or gaining resources, personnel benefits including improved staffing and management capabilities and organization benefits including growth, opportunities to learn and gain new proficiencies and mutual support and group collaboration.
Numerous methods have been used hence mixed method analysis which involves survey data, performance data, and semi-structured interviews. Questions examined involved to what range is strategic alliance in health benefit to the health sector organization, second how is strategic alliance performance in different organ.
Compare and contrast conflict visions in healthcare
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Assignment Psychiatry.docx
This document discusses the role of nurses in healthcare program design, implementation, and policymaking. It addresses opportunities for nurses to participate, such as through professional organizations and advocating within their workplace. However, there are also challenges like difficult registration processes and lack of cooperation or poor leadership. To promote greater nurse involvement, the document recommends training on their roles and fostering good leadership to create a supportive work environment where nurses can openly share ideas.
LBS- DISSERTATION PROPOSAL (Ikwo) 3
The document is a dissertation proposal by Ikwu Oku that aims to study how linking strategy and operations can improve healthcare delivery in Nigeria. The proposal discusses challenges in healthcare systems today and the need to consider strategy, environment, and implementation capacities to improve organizational performance. While businesses have applied operations management concepts, similar effects have not been seen in healthcare due to lack of understanding between healthcare professionals and operations experts. The dissertation will study how operational strategies interact within the healthcare framework and conduct empirical research to determine if superior performance and quality healthcare can be achieved without increased costs when linking operations and strategies in hospitals, especially at the primary level.
Discussion The Role of the in.docx
This document discusses the role of nurses and nurse practitioners in policy making. It outlines two opportunities for nurses to participate in policy making: 1) Becoming a member of the American Nurses Association which provides resources for involvement. 2) Advancing their education to become a nurse practitioner which prepares them to advocate for healthcare policy. The document also recommends two strategies for promoting nursing involvement in policy making: 1) Creating a policy committee through their hospital organization. 2) Educating nursing students on healthcare policy to increase future involvement. Challenges include pushback from legislators and finding evidence to support policies, which nursing organizations can help overcome.
Discussion The Role of the in.docx
This document discusses the role of nurses and nurse practitioners in policy making. It outlines two opportunities for nurses to participate in policy making: 1) Becoming a member of the American Nurses Association which provides resources for involvement. 2) Advancing their education to become a nurse practitioner which prepares them to advocate for healthcare policy. The document also recommends two strategies for promoting nursing involvement in policy making: 1) Creating a policy committee through their hospital organization. 2) Educating nursing students on healthcare policy to increase future involvement. Challenges include pushback from legislators and finding evidence to support policies, which nursing organizations can help overcome.
Article 1ECG management consultants. (2007). The Strategic Imper.docx
Article 1
ECG management consultants. (2007). The Strategic Imperative of Adapting the Hospital’s Management Structure. Insight, 1-6. http://www.healthleadersmedia.com/content/86219.pdf
a)
The author points out that many hospitals are struggling with how to execute strategic plans effectively in their organizational structure. These institutions lack efficient decision-making processes, accountability for the performance of key strategies and the recognition of the importance of hospital strategies to propel them to new business. The key challenge in provider-based organizations is their inability to focus their strategies on the provision of high-quality patient care services. Hospitals should stop focusing on performance-driven traditional strategies and instead align their strategies to focus on a service line.
To ensure that such procedures are executed efficiently, it is important that their organizational structures are informed by the care service strategy. The organizational structure should ensure that the strategy is encompassed in their strategic plan, organizational control structure, management responsibilities and physician leadership. In today’s world, patients are seeking more care on their heart conditions, cancer or other illnesses or injuries rather than on traditional hospital departments such as nursing, physical therapy or radiology. By focusing on patient care functions along these service lines, hospitals can optimize performance. The organizational structure should also be streamlined to support key strategies. Laying a strong foundation for the organization structure is important to ensure that key strategies are executed effectively. The control structure should also be flexible enough to adapt to shifts in strategy. Introducing changes such as a focus on traditional performance-driven strategies to a service line is sometimes stalled due to a rigid management structure. It is important to have a flexible control structure to facilitate decision-making processes that are most times challenged by poor leadership structures.
b)
Given the opportunity, I would correct an inefficient hospital strategy by reorganizing the organizational structure to focus entirely on key strategies of a service line. Clinical services, planning, marketing and public affairs are some of the new elements that I would to traditional organizational structures in hospitals. This way, any shifts in strategies can easily be adapted due to a flexible control structure. At the same time, as a leader, I would focus on building value around my employees by assigning them responsibilities based on the right service lines. This will ensure that they remain accountable for their performance and use of resources along with their service lines. A good management structure is also necessary to maintain a good relationship between the business strategy and the performance of my employees.
Article 2
Perera, F. D. P. R., & Peiró, M. (2012). St ...
Running head OUTLINE 1OUTLINE3Outli.docx
Running head: OUTLINE 1
OUTLINE3
Outline
Topic: Organizational and administrative features of health care facilities or systems
Identification of the issue: The management and operations in the healthcare system are largely facilitated administrative and the entire team in the organization. There are various organizational issues that face the healthcare system including nursing shortage, lack of proper inclusivity, poor communication, lack of proper technology inclusivity, and competences issues, among others. Organizational and administrative features are important to be established and resolved in order to ensure effectiveness and continuity.
Background: Organizational and administrative features of health care facilities may incorporate a wider range of aspects within the healthcare sector. Some of the issues may include management issues or conflicts that influence the operation of healthcare systems. The administrative feature like politics and conflict of interest may facilitate negative implications to the healthcare system. These organizational and administrative issues may affect the healthcare system from the national levels, regional and local. When poor policies are developed by management, the entire system may be affected significantly.
Problem Analysis/Literature Review: According to Fanjiang et al. (2005), organizational issues like technology and other frameworks of management significantly affects the quality of health care delivery to the patient. Additionally, this may lead to poor reputation of the organization services provision and cause the entire system to experience failures in the long-run. On the other hand, Donev, Kovacic, & Laaser (2004), provides that organizational and administrative issues can be largely managed or resolved when there is more inclusivity of the shareholder, community, and other involved parties. This is evidence as lack of inclusivity may lead to conflict of interest and poor decision-making processes. Siegrist et al. (2010) provide that work-related stress among physicians, which is linked to administrative issues has been an issue of growing concern in recent years. This has led to nursing burnout hence increasing the number of turnover rates. With increasing nursing shortage, there is need to improve working conditions and encourage more people to join the healthcare professional. Chukmaitov et al. (2015) indicate that with effective management strategies there can be a significant improvement in the healthcare sector in terms of quality, cost, and associations. Ginter, Duncan & Swayne (2018) provides that organizational and administrative aspects influence the effectiveness of service provision in the healthcare industry hence there is a need to develop an evidence-based intervention that will ensure effectiveness within the industry.
Discussion: This research may experience some restrictions or limitations, and these may include lack of cooperation from the team, limited resour ...
Advocating Through PolicyAs noted by Dr. Stanley and Dr. W
Advocating Through Policy
As noted by Dr. Stanley and Dr. White in this week’s media presentation, professional nurses should be engaging in advocacy efforts to improve health and nursing practice through involvement in the policy process at the institutional, local, state, or federal levels. This array of possibilities for involvement provides opportunities for all nurses, regardless of time, or other possible constraints. Successful policy making is a collaborative effort, and one that commands mutual respect from all involved. Your involvement in policy making can lead to expanded opportunities as both a nurse leader and as a respected member of an interprofessional health care team.
Note
: This Discussion provides a forum for discussing advocacy opportunities and honing your presentation skills in a small group setting.
To prepare:
Reflect on the insights offered by Dr. Stanley and Dr. White on engaging in advocacy through the policy process.
Identify a practice issue that is of interest to you and that could benefit from advocacy efforts through the policy process.
Consider the stakeholders and any special interest or professional organizations that would support your issue.
Develop a short, yet persuasive PowerPoint (up to 3 slides IN APA FORMAT) as follows:
1) Identify the practice issue that would benefit from being addressed through the policy process
2) Represent the key stakeholders (i.e. use graphical images when possible)
3) Propose one strategy for how a nurse could advocate for this issue
The PowerPoint should be succinct, visually appealing, and effective.
By Tuesday 5/8/18 6pm
Post
your PowerPoint presentation.
Required Readings
Bodenheimer, T., & Grumbach, K. (2016).
Understanding health policy: A clinical approach
(7th ed.). New York, NY: McGraw-Hill Medical.
Chapter 17, “Conclusion: Tensions and Challenges”
This chapter concludes with final thoughts on the challenge of providing quality health care and controlling health care costs. The solution is likely to be resolved only by a collaborative approach, involving all health care stakeholders, and by health professionals taking the lead.
Howard, J., Levy, F., Mareiniss, D. P., Craven, C. K., McCarthy, M., Epstein-Peterson, Z. D., & et al. (2010). New legal protections for reporting patient errors under the Patient Safety and Quality Improvement Act: A review of the medical literature and analysis.
Journal of Patient Safety, 6
(3), 147-152
.
The authors studied the dissemination of information on the Patient Safety and Quality Improvement Act (PSQIA), a federal act that affords protection to those reporting medical errors. They found medical literature to be inadequate in this regard, and as a result, medical personnel were uninformed on their legal protections. This lack of information has become a barrier to policy implementation.
Jacobson, N., Butterill, D., & Goering, P. ...
Market Power, Transactions Costs, and the Entryof Accountabl.docx
Market Power, Transactions Costs, and the Entry
of Accountable Care Organizations in Health Care
H. E. Frech III.1 • Christopher Whaley2 •
Benjamin R. Handel3 • Liora Bowers4 •
Carol J. Simon5 • Richard M. Scheffler6
Published online: 15 July 2015
� Springer Science+Business Media New York 2015
Abstract ACOs were promoted in the 2010 Patient Protection and Affordable
Care Act (ACA) to incentivize integrated care and cost control. Because they
involve vertical and horizontal collaboration, ACOs also have the potential to harm
competition. In this paper, we analyze ACO entry and formation patterns with the
use of a unique, proprietary database that includes public (Medicare) and private
ACOs. We estimate an empirical model that explains county-level ACO entry as a
function of: physician, hospital, and insurance market structure; demographics; and
other economic and regulatory factors. We find that physician concentration by
organization has little effect. In contrast, physician concentration by geographic
Earlier versions of this paper were presented at the International Industrial Organization Conference in
Boston, the International Health Economics Association meeting in Sydney, the Allied Social Science
meetings in Philadelphia, the ACO Workshop in Berkeley, and the Bates White Health Care and Life
Science Seminar in Washington, D.C. Thanks are due to the participants of those meetings, especially
Martha Starr, Dean Rice, and Martin Gaynor for helpful comments. Thanks are also due to Sandra
Decker, Abe Dunn, Robert Obstfeldt, Jim Rebitzer, Michael Morrisey, Jessica Foster, and Lee Mobley
for helpful comments on earlier versions and to the referees and editor of this journal for more recent
useful comments.
& H. E. Frech III.
[email protected]
Christopher Whaley
[email protected]
Benjamin R. Handel
[email protected]
Liora Bowers
[email protected]
Carol J. Simon
[email protected]
1
Department of Economics, University of California, Santa Barbara, Santa Barbara, CA 93106,
USA
123
Rev Ind Organ (2015) 47:167–193
DOI 10.1007/s11151-015-9467-y
http://crossmark.crossref.org/dialog/?doi=10.1007/s11151-015-9467-y&domain=pdf
http://crossmark.crossref.org/dialog/?doi=10.1007/s11151-015-9467-y&domain=pdf
site—which is a new measure of locational concentration of physicians—discour-
ages ACO entry. Hospital concentration generally has a negative effect. HMO
penetration is a strong predictor of ACO entry, while physician-hospital organiza-
tions have little effect. Small markets discourage entry, which suggests economies
of scale for ACOs. Predictors of public and private ACO entry are different. State
regulations of nursing and the corporate practice of medicine have little effect.
Keywords Health care competition � Antitrust � Entry � Integration � Accountable
care organizations � Transactions costs � Obama plan
JEL Classification L 14 � I11 � L44 � I18 � L41
1 Introduction and Overview
The US health car ...
The Impact of Chronic Illness (updated 2023).docx
The Impact of Chronic Illness refers to the wide-ranging effects and consequences that chronic illnesses have on individuals, their families, and society as a whole. Chronic illnesses are long-term health conditions that often require ongoing medical care and management.
The impact of chronic illness can be multifaceted and encompass various aspects of a person's life. Physically, chronic illnesses can result in persistent symptoms, pain, fatigue, and limitations in daily activities. These health challenges may require individuals to make adjustments to their lifestyle, such as adopting medication regimens, dietary changes, or incorporating regular medical appointments and treatments.
Emotionally, chronic illnesses can lead to psychological distress, including feelings of sadness, anxiety, frustration, or even depression. Coping with the uncertainties and limitations imposed by the illness can significantly impact a person's mental well-being.
Socially, chronic illnesses can disrupt social relationships, as individuals may face difficulties participating in social activities, maintaining employment, or fulfilling family roles. The need for accommodations and support can create challenges in personal relationships and may require adjustments in work environments.
Chapter 13CollaborationThe American Nurses Association (ANA) d.docx
Chapter 13
Collaboration
The American Nurses Association (ANA) defines collaboration as “recognition of the expertise of others within and outside the profession, and referral to those other providers when appropriate. Collaboration involves some shared functions and a common focus on the same overall mission” (2010b, p. 40). This is a critical competency required to practice in any healthcare setting today or to participate in any aspect of healthcare delivery—critical for effective patient-centered, quality care. The increased emphasis on using interprofessional teams to meet the patient’s needs across the continuum of care requires collaboration. Team members and different healthcare providers must be able to work together; recognize strengths and limitations; respect individual responsibilities and expertise; and maintain open, effective communication.
Nurses who have long worked on teams should be familiar with teamwork. Despite this, there continues to be a separation between physicians and nurses, who often work in silos. Nurses and physicians need to work together to ensure that the patient receives the care that is required when it is required. Collaboration involves cooperative effort among all healthcare providers offering care for a patient. This will result in more effective decision making with healthcare professionals working together to accomplish identified outcomes. This is not easy to do. There are professional issues, territory issues, conflicting goals, inadequate communication, and multiple differences; however, despite all of this, effective and efficient care requires collaboration. The system is just too complex to function well without collaboration. The nurse is often the person who must lead the effort to ensure collaboration occurs.
Key Definitions Related to Collaboration
Collaboration is a cooperative effort that focuses on a win-win strategy. To collaborate effectively, each individual needs to recognize the perspective of others who are involved and eventually reach a consensus of a common goal(s). The ANA notes that collaboration involves recognition of expertise and some shared functions (2010a, 2010b). The ANA’s Nursing: Scope and Standards of Practice(2010b) and the Nursing Administration Scope and Standards of Practice (2009) also identify the need for collaboration, emphasizing that all nurses are expected to collaborate. The American Organization of Nurse Executives (AONE) also includes the need for collaboration in its descriptions of leadership competencies, as described in Appendix A.
Key concepts related to collaboration are partnership, interdependence, and collective ownership and responsibility. Considering these concepts helps in understanding the impact of collaboration. Collaboration is also a process. It is not stagnant but rather changes, which requires staff to make adjustments to collaborate with others as situations change. The American Association of Critical-Care Nurses’ nurse competenc.
Professional power in health care
Professional power in healthcare comes from legal authority, regulations, codes of conduct, experience, and organizational roles. It gives professionals the capacity and expertise to achieve organizational goals through mobilizing resources and making decisions within their clinical specialties. While medicine has traditionally been the most powerful profession, collaborative teams aim to empower all professionals by sharing power and decision-making authority based on knowledge and the needs of patients. Differentials in power between professions still exist but effective collaboration requires acknowledging, recognizing, and resolving power imbalances.
Role of the in.docx
Grassroots lobbying and joining professional nursing organizations are two opportunities for RNs and APRNs to participate in policymaking. However, challenges include limited time and resources due to heavy workloads and lack of policy education. These challenges can be overcome through policy internships and advocating for nursing schools to provide policy education and healthcare organizations to support nurse involvement in policymaking.
The Role of the in Policy Evaluation at least 3.docx
RNs and APRNs can participate in policy evaluation through professional nursing organizations or by contacting their local legislators. Some opportunities include gathering data for professional organizations, using evidence-based research to propose policy improvements to legislators, or advocating on social media. However, nurses may face challenges like disagreeing with others' opinions, lack of resources, or difficulty contacting legislators. To address these challenges, nurses can utilize resources from their organizations, conduct thorough research before proposing policy changes, and build relationships with other nursing professionals and policymakers. Effective strategies for participation include using writing tools to strengthen proposals, searching credible databases, and collaborating with fellow nurses.
Newark Analysis of a Pertinent Healthcare Issue HW.docx
1) The document discusses competing needs within healthcare organizations as payment models shift from fee-for-service to value-based. This puts pressure on care quality and resource allocation.
2) Strategies used to address this include establishing separate performance measures for quality and preventative care. This improves primary care coordination but requires additional training and resources.
3) Adopting a strategy that integrates varied healthcare professionals and specialties can improve outcomes but coordinating different performance metrics takes effective administration and financial investment.
1. Formulate one new comment of your own. It must be a logical a.docx
1. Formulate
one
new comment of your own. It must be a logical and thoughtful response that synthesizes the comments
Health administrators conduct operation of health clinics, hospitals and other types of medical organizations. They possess the responsibility for multiple functions such as finance, budgets, programs, and staff members. There may be occasions where they deal with patients but more so assist with creating health policies. Policy in healthcare is significant because it forms a common plan of action utilized to reinforce desired results and is an essential guideline to assist composing decisions (Leahy, n.d.). Healthcare policy communicates the desired results of the organization to the staff members. It also assists staff members to acknowledge their roles and responsibilities within their respective sections. Health policy ultimately should build the base for the distribution of secure and efficient quality care. Policy and procedures are existing documents that should cultivate and adjust with an organization. While the core elements of health policy may remain the same, the details should transition with the corporation and the organization (Powerdms, 2017). It is important to stay up to date on policy because outdated policies have the potential to leave an organization at risk. Expired or old policies may not be in compliance with current laws and regulations. Periodically reviewing your organizations policies and procedures will ensure that your organization will remain current and efficient.
.
Chapter 13 Improving Teamwork Collaboration, Coordination, an.docx
Chapter 13
Improving Teamwork: Collaboration, Coordination, and Conflict Resolution
Collaboration
The American Nurses Association (ANA) defines collaboration as “recognition of the expertise of others within and outside the profession, and referral to those other providers when appropriate. Collaboration involves some shared functions and a common focus on the same overall mission” (2010b, p. 40). This is a critical competency required to practice in any healthcare setting today or to participate in any aspect of healthcare delivery—critical for effective patient-centered, quality care. The increased emphasis on using interprofessional teams to meet the patient’s needs across the continuum of care requires collaboration. Team members and different healthcare providers must be able to work together; recognize strengths and limitations; respect individual responsibilities and expertise; and maintain open, effective communication.
Nurses who have long worked on teams should be familiar with teamwork. Despite this, there continues to be a separation between physicians and nurses, who often work in silos. Nurses and physicians need to work together to ensure that the patient receives the care that is required when it is required. Collaboration involves cooperative effort among all healthcare providers offering care for a patient. This will result in more effective decision making with healthcare professionals working together to accomplish identified outcomes. This is not easy to do. There are professional issues, territory issues, conflicting goals, inadequate communication, and multiple differences; however, despite all of this, effective and efficient care requires collaboration. The system is just too complex to function well without collaboration. The nurse is often the person who must lead the effort to ensure collaboration occurs.
Key Definitions Related to Collaboration
Collaboration is a cooperative effort that focuses on a win-win strategy. To collaborate effectively, each individual needs to recognize the perspective of others who are involved and eventually reach a consensus of a common goal(s). The ANA notes that collaboration involves recognition of expertise and some shared functions (2010a, 2010b). The ANA’s Nursing: Scope and Standards of Practice (2010b) and the Nursing Administration Scope and Standards of Practice (2009) also identify the need for collaboration, emphasizing that all nurses are expected to collaborate. The American Organization of Nurse Executives (AONE) also includes the need for collaboration in its descriptions of leadership competencies, as described in Appendix A.
Key concepts related to collaboration are partnership, interdependence, and collective ownership and responsibility. Considering these concepts helps in understanding the impact of collaboration. Collaboration is also a process. It is not stagnant but rather changes, which requires staff to make adjustments to collaborate with others as sit ...
Advocating Through Policy Empire Essays.pdf
Nurses should engage in advocacy efforts to improve health and nursing practice through involvement in the policy process at various levels of government. There are opportunities for nurses to get involved regardless of time constraints. Successful policymaking requires collaboration between stakeholders. Nurses can become leaders and respected members of interprofessional healthcare teams by participating in the policy process.
Similar to Week 6 discussion 2 (20)
Running Head STRATEGIC ALLIANCE 1STRATEGIC AL.docx
Running Head STRATEGIC ALLIANCE 1STRATEGIC AL.docx
Compare and contrast conflict visions in healthcare
Compare and contrast conflict visions in healthcare
Article 1ECG management consultants. (2007). The Strategic Imper.docx
Article 1ECG management consultants. (2007). The Strategic Imper.docx
Advocating Through PolicyAs noted by Dr. Stanley and Dr. W
Advocating Through PolicyAs noted by Dr. Stanley and Dr. W
Market Power, Transactions Costs, and the Entryof Accountabl.docx
Market Power, Transactions Costs, and the Entryof Accountabl.docx
Chapter 13CollaborationThe American Nurses Association (ANA) d.docx
Chapter 13CollaborationThe American Nurses Association (ANA) d.docx
The Role of the in Policy Evaluation at least 3.docx
The Role of the in Policy Evaluation at least 3.docx
Newark Analysis of a Pertinent Healthcare Issue HW.docx
Newark Analysis of a Pertinent Healthcare Issue HW.docx
1. Formulate one new comment of your own. It must be a logical a.docx
1. Formulate one new comment of your own. It must be a logical a.docx
Chapter 13 Improving Teamwork Collaboration, Coordination, an.docx
Chapter 13 Improving Teamwork Collaboration, Coordination, an.docx
Week 6 discussion 2
- 1. Strategic alliance with other organization is a commonly used strategy in today’s healthcare environment. Assume that you were the administrator at ABC hospital that will sign a contract with XYZ hospital to form strategic alliance. The physician leader at your hospital disproves this deal and tells you that he will resign once the contract becomes effective. How will you respond to the physician leader? Strategic alliance is a variety of interorganizational relationships furthering the goals of the organizations involved (Leatt & Barnsley, 1994). Strategic alliances can control costs, increase accessibility and quality of care, increase ability to acquire personnel and funding, and increase influence in the healthcare system (Leatt & Barnsley, 1994). Substantial independence is still kept in these alliances (Leatt & Barnsley, 1994). It is important for physicians to be involved in the strategic planning and program priorities (Leatt & Barnsley, 1994). The administrator needs the clinical expertise to understand implications of these alliances (Leatt & Barnsley, 1994). It is the responsibility of the physicians to facilitate the coordination of care and integration of programs to maintain quality with contained costs (Leatt & Barnsley, 1994). As administrator of the hospital, I would ask to meet with the physician before signing the contract. I would ask him to get involved with the strategic planning team. He can provide feedback to why he feels this alliance would not be a good one for the hospital. He may suggest other alliances that would fit with the hospital better. Physicians are an asset to keeping the hospital grounded on quality while constraining the costs. Leatt, P. & Barnsley, J. (1994). Physicians in healthcare management: 9. Strategic alliances and relationships between organizations. Canadian Medical Association Journal, 151 (6), 763-767. Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1337131/