Change Leadership Essay

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

Leadership is critical to any organization such as Long-term Care, VA Hospitals, and Community/Public Health Systems. Without the importance of leadership,

In the changing business environment, leaders of all organisations may face unprecedented uncertainty, especially the technology advancement and changes among the employees. To survive and succeed, leaders should have some necessary attributes. Meanwhile, some changes for leadership skills have to be made to confront the challenges.

In Mrs. Lushko's case, even though she underwent expedited inpatient evaluation, she had to consult different specialists and they asked almost the same questions which indicates that there is no seamless sharing of information/records about a patient's medical condition. Also, these specialist teams were not working as single integrated team of specialists to determine her treatment plan which is why her initial evaluation took so much time and she received conflicting opinions about removing her tumor. Mrs. Lushko was not admitted through oncology department instead of primary team. It could have eased her oncology/endocrinology evaluation tests and diagnosis during her initial evaluation. In addition, each doctor had his/her own interpretation of data instead of collaboratively working as a team to decide upon definitive treatment plan. Excellent providers will not only integrate across the value chain within their own organizations, but also with independent entities involved in the care cycle. An ideal CDVC

Rodak, S. (2012) How Cleveland Clinic Reduced Cancer Patients' Wait Times by More Than 80%. Becker's Hospital Review. 26 Sept 2012. Retrieved from: http://www.beckershospitalreview.com/capacity-management/how-cleveland-clinic-reduced-cancer-patients-wait-times-by-more-than-80.html

He had to drive approximately 140 miles to get to his VA hospital. Upon arrival, he described it as “depressing” and “unprofessional.” Upon further discussion, the veteran reported that the building was “extremely run down.” While discussing service, he reported that the hospital and providers were either “way overbooked or understaffed.” He was also discouraged with the service he received from the doctors. He decided to get a second opinion from his family doctor when told that his disability payment would not be increased for a crooked vertebra in his back, which causes him extreme pain. Mason discussed the process of making an appointment: he recalled that he had to wait four to six weeks, to see a provider. That is over two times the expected wait time. He reported that instead of the suggested two week period, he had to wait four to six weeks, causing him to wonder if he was placed on the “phantom waiting list.” Not only was he annoyed with the wait time, but also the actual process of making an appointment. He reported that he had to call three different people to make an appointment, but if one of those people were gone, nothing would get done until they returned because there was only one person that did that particular job (A. Mason, personal communication, September 20,

Such visits have measured an indicator of poor-quality cancer care. Many cancer patients are unsure where to go and whom to contact whenever the patient feels sick during a chemo treatment cycle. At our outpatient clinic, we administer chemotherapy daily, however, when a patient goes home and starts feeling unwell they automatically go to the emergency department because that is what the patient was instructed upon treatment

There is a great need for change in the healthcare industry because people should not have to wait for months to schedule an appointment or wait " 存ix hours to be seen in emergency rooms" (Samitt, 2004, p. 37).

In outpatient oncology clinics, increased wait times and patient satisfaction have become a focus of most clinics, as more patients receiving chemotherapy are experiencing excessive delays. A majority of this has been linked to scheduling constraints and operational delays present in outpatient clinics. Scheduling of chemotherapy treatments is a complex problem seen in many outpatient oncology clinics as a majority of chemotherapy treatments continue to be given intravenously and occurring within ambulatory settings. Several factors often make it difficult to deliver optimal care and these include: acuities, staffing, time constraints, patient needs, and available resources, such as chairs and space. Furthermore, due to the different

Dr. McGough brings the lessons of the past alive and draws the parallels to the present. Leadership Under Fire: Lessons from the Battlefield and Lessons from the White House illuminate the lessons of the past and place them squarely in the context of today. Although I have known Dr. McGough for nearly two decades, my leadership team and I have worked with him for the past six years. As the Superintendent of Schools for a school district that services nearly 5,400 students, I am confronted almost daily with circumstances and leadership challenges that I have never contemplated. The lessons Dr. McGough has shared with us along with the habits of mind that he has developed in us,

The medical-based literature database and best practices firm (ABC) provided up-to-date referenced material on ways to improve efficiencies within health care organizations. The literature search was focused on oncology journals such as The Journal of Oncology Practice, The Journal of Pediatric Oncology Nursing and The Journal of Gynecologic Oncology. The Journal of Nursing Care Quality was utilized as well, as it extended my search on quality care and evidence-based practice focused on patient satisfaction. The keywords used to facilitate the search were: visit-decoupling, patient satisfaction, outpatient clinics, oncology, split scheduling, wait times, chemotherapy scheduling, efficiency, work flow, and next day appointment. Articles used are relevant to the inefficiencies seen in outpatient oncology clinics today, increased patient wait times, patient satisfaction, and the utilization of the visit-decoupling process. In addition to the literature review, personal communication was made with Linda Anderson, Executive Director of Virginia Cancer Institute (VCI). VCI incorporated the visit-decoupling of physician appointment from the treatment appointment as an operational practice. Insight on why they incorporated it into their practice, advantages and disadvantages of visit-decoupling, and physician and patient buy-ins were able to be obtained and used for this

Process‐driven change seeks to create a context and environment in which employees at all levels of

it is supported by case studies that the linkage between inability of identifying of retail environmental changes and Zahra’s new rescue plan for David Jones failed because after the new rescue plan of Zahra, net profit and share price continued to decrease. Moreover, the case study said that ‘it may be a good five years before strategy can be assessed properly’ (Waddell Waddell, Cummings & Worley 2014).

There is one very important change needed in the surgery department to improve organizational health, this will work to promote many organizational development objectives.  The change is to add a Deputy Chief of Surgery to the organizational chart.  This individual will have to become an agent of change for our department. For the past ten years, the power has been isolated to the chief.  There was some resistance in the past, and a ridiculous notion of diluting the power.  At this point in time, I have come to agree, we need a Deputy Chief of Surgery, to improve the morale and distribute not the power, but the work the leaders of the surgery department have to accomplish on a daily and weekly basis.  This will allow each of the two leaders to continue to work as clinical providers and operate and care for patients, which is

An article about leadership by Forbes magazine sums it up best by saying that leadership is simply “someone who has followers” (Frobes.com, 2013). The school subject is Innovations International Charter School of Nevada (IICSN), and in this facility there is only one administrator. This administrator will be referred to as Dr.M throughout this essay. In the following essay, leadership style and application will be addressed, as well as information on systematic change. Throughout this week, systematic change has been the topic of conversation, so in this essay, there will be a discussion as to