A Report On The Hospital

Management is important in any environment, but especially so in the healthcare field.  As the health care system continues to evolve, sound management is critical to the survival of health care institutions (Johnson, 2005). The management team in a healthcare environment must always aim to improve the efficiency of the day to day activities and constantly plan for ways to improve the productivity and efficiency. Every manager’s main duty is to succeed in helping the organization achieve high performance while utilizing all of the organization’s human and material resources. On a daily basis health care managers must recognize performance problems and

Sinclair memorial hospital has the following background information: 305 bed acute care facility, 6,300 in patient visits, 17,000 emergency patients yearly, 13,600 clinic visits and 8,500 outpatient visits. Services offered by the facility include: community health care, primary care, home health care, and cancer care. Before entering the HIM department there is a code of dressing that is expected. For the IT department, a casual wear is recommended but the most important part is the identification badge which has to visible all the time. The identification badge shows one is an employee in a particular department and also allows the accessibility of restricted areas within the organization. The facility has to be accessible to the public but The HIM department is expected to be secure in order to keep other employees and unauthorized persons from accessing and accessibility can achieved through authorization and permission are coded in the badge Recording is procedural, for example when a patient is brought by an ambulance, the nurse starts electronic recording through documentation and the health care information is kept throughout the period the patient is being taken care of by other health providers

Meadow Hills Hospital is a two hundred bed hospital with a large Medical Staff that serves a population of three hundred thousand. It is one of four similar hospitals in the region. They do not currently have an EHR, but they’re financial systems are well developed. They have a good amount of money in reserve to spend on any solution they feel is needed.

Organizations across the board monitor performance in order to be profitable, and make their stakeholders happy, including healthcare organizations. The following paper will address similarities along with differences among three specific healthcare organizations; long-term care, VA hospitals, and community/public health systems. We will also discuss how each organization monitors performances, and how each organization achieves regulatory and accreditation compliance. Communication with leadership in order to align organizational goals, and compliance with regulations and development of risk and quality management systems will also be addressed.

This case study will focus on the HCAPHS scoring time frame between September, 2014 and September, 2015, and occurred in a community based, not-for profit, 451 licensed bed hospital. The particular unit in this study is located on the ninth floor of the hospital’s pavilion and is a 60 bed orthopedic unit. Dawn, the manager of this unit was new to the facility at the time. Her first managerial task of planning, was to systematically determine the goals, objectives, policies, procedures, budget, and any other information that she would need to achieve the hospitals goals (Dunn, 2010). Dawn then set-up a meeting with her Senior Director to establish expectations.

Shouldice Hospital had an excellent well-developed, focused service delivery system. The business strategy was to not only provide its patients with a quick, quality and low cost surgery but also providing an unforgettable experience and comfortable environment in the facility.

The Johns Hopkins Hospital, located in Baltimore, MD, is one of the greatest institutions in modern medicine. Established in 1889 from the donation of philanthropist Johns Hopkins, the hospital and university serve millions of patients annually for emergency, inpatient, and outpatient visits. Patient care is the focus of Johns Hopkins vision. The hospital uses quality care and innovation to enhance patient care. It is the hospital’s goal to have great precision, safety, comfort, coordination, and improved workflow to achieve an outstanding customer experience. An added feature to the customer experience are the design elements that can be found flowing throughout their newest facilities which helps foster healing and stress free environments. From the dramatic art collections that fill the walls and windows of patients rooms, to its 20-year reign as U.S. News and World Report’s “Best Hospital”, Johns Hopkins has made its mark on society. At some point, however, every great dynasty loses its ranks. Unfortunately, Johns Hopkins is no different. With the creation of a federally-mandated patient satisfaction survey for Medicare and Medicaid reimbursement, the stakes for high ratings is of fiscal importance. In an effort to increase its patient satisfaction ratings, the hospital created performance measurements to highlight strengths and areas of improvement with patient outcomes. The implementation of this new initiative, the Patient Toolbox, considers the fundamental reasons

In my presentation I will show you what type of hospitals there were and why and when they were used in World War II. So sit back and enjoy.

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In addition to the list above the hospital relies on concurrent chart review to optimize performance and provide ongoing education and reinforcement about the core measures to the staff.

There were specific short-term goals that were outlined for the Resource Group employees for the FY15. The goals, objectives, and process are supporting the organization 's mission statement. This can be highly complex due to the structure and processes within the Resource group so operational performance goal is grouped by department. Within the department, the goals are column headings and information is by category, goal location, goal, values, and scope. All goals are categorized into one of the five categories: Values, CRP, Financial Metrics, Operational Performance and Individual. The goal location provides direction as to where the goal will be entered into the Performance Insights system. The goal provides standard goals for each position to be inputted into the Performance Insights. Values list the Ascension Health values the goal supports. The scope characterizes the scope of each goal for the system and the area, health ministry, or hospital. The organization is going to earn a reputation and recognition through the mission, vision, and values. The customer will be attracted towards the products and the services of the corporation. The patients will also augment and this provides recognition to the company in terms of increased productivity and profitability. The shareholders, suppliers, and the customers are going to be fascinated towards the company 's growth. This as a whole proves profitable for the organization and makes it work with full efficiency and

Mandates are necessary for improving quality care in order to ensure that all involved parties are in agreement and understand what is expected to be successful in providing care to patients. Organizational accountability is greatly improved by mandates. For example, using value based payment (VBP) systems to determine which hospitals are most successful at providing the highest quality and most cost effective care to patients helps ensure that all parts of the interdisciplinary team have the same goals in mind (CMS, 2015b). The manger is responsible for ensuring patient safety and implementing measures necessary for success in a VBP system when creating a culture of quality care (James & Sammer, 2012). The role of the manager is to support

However, these reports are similarly concerned with issues of motivating, engaging, and rewarding staff which may be linked to patient outcomes as well as to business success. Greater attention to the work that has been done on organisational performance, broadly defined, could illuminate our attempts to link the characteristics of hospitals and units to the kind of care they are able to provide to patients.

The paper describes a proposed business plan for a new healthcare organization. The healthcare organization consists of 200 beds along with a 24 hour emergency room service. The focus of healthcare would be on adults. The physicians hired are of the top most quality and have years of experience in serving this occupation.

In the article, The Case of the Unhealthy Hospital, written by Anthony R. Kovner, a through description of a struggling hospital, Blake Memorial Hospital, is given. This paper is a SWOT analysis, and addresses the strengths and weaknesses within the hospital, as well as opportunities and threats outside of the hospital and in the surrounding community.