COVID edited

.docx

School

Rasmussen College *

*We aren’t endorsed by this school

Course

HEALTH SCI

Subject

Health Science

Date

Feb 20, 2024

Type

docx

Pages

7

Uploaded by LieutenantRockFinch35

1 Hospital management Student Institution Course Professor Date
2 Hospital management The COVID-19 pandemic had an impact on healthcare facility management worldwide. (Tabari et al., 2020). Hospitals and other healthcare facilities faced intense international pressure to stop the propagation of Covid-19 during the pandemic. Effective crisis management on developing illnesses significantly influences organizational performance and preparedness. The hospital manager was responsible for collaborating, overseeing, organizing, setting the hospital's budget, and assigning personnel. Due to the unidentified nature of the illness, the high rate of infection and death caused by the COVID-19 virus, as well as a shortage of resources in terms of money, supplies, and personnel, health officials and practitioners made COVID-19 crisis management highly challenging and perplexing. In the protracted reaction to the global outbreak and subsequent stages of recovery, healthcare facilities played an essential part. Since healthcare facilities were the hub of medical services and the first primary access for locals in dire situations, preserving their functionality, security, and adaptability was fundamental (Ravaghi et al., 2023). An element of healthcare endurance was event-driven disaster mitigation and reaction, necessitating ongoing adjustment and spike preparation during everyday activities. After completing the phases of disastrous hazard leadership—preparation, response, recovery, and prevention—the hospitals experienced effective management. (Azarmi et al., 2022). Forefront professionals accurately observed that the medical facility could fulfil its obligations for risk reduction, health education, community participation, and treating patients throughout the pandemic. The virus impacted individuals in two distinct ways due to the illness's propagation and negative consequences. During COVID-19, the availability of oxygen, hospital beds, emergency rooms, and individual protection gear was limited, hindering medical assistance. Healthcare
3 facilities faced severe resource constraints due to attempts to lower the amount of safety stock and enhance resource utilization through prompt concepts. Due to the high volume of hospital patients, intensive care unit beds were in limited availability and occupied by patients regardless of their infection. The epidemic severely taxed critical care workers, requiring other practitioner groups to participate. To provide more vital care, healthcare facilities rescheduled planned surgical procedures. The primary source of concern was the lack of personal protection gear and guidelines for infection control in medical facilities and public places. The community hospital had a significant influx of outpatient referrals during the epidemic. As a result, the management set up a respiratory centre in a designated location and an external emergency location. The healthcare facility modified its surroundings to make room for additional COVID-19 patients. It thus stopped taking in discretionary patients and limited its routine activities to providing urgent medical treatment. The continual flow of patients, the mismatch in hospital personnel, and the scarcity of ICU beds were the main problems handled regularly. In order to address the crisis, the hospital management formed a Disaster Response Committee that was composed of senior principal faculty members from all disciplines as well as all significant stakeholders. A Technical Assistance Unit collected information and suggested strategies to track the results of choices. Since issues and difficulties in worldwide crises had never before been seen, the hospital's administration learned how to implement continuous learning (Boin et al., 2020). For the management to take prompt action, they needed accurate data and constant updates. Leaders needed to know more about handling the pandemic since there were multiple new findings in various epidemic elements, from testing to treatment. Due to the high number of new inpatient admissions and outpatient visits each day, the hospital management needed more time. It could
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