Clinical And Service Quality At Alameda County Medical Center

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

When I just looked at the title of this book “If Disney Ran Your Hospital 9 1/2 Things You Would Do Differently”, I was pretty skeptical. “No way. A hospital is neither a fun place nor entertainment. We deal with lives. Responsibility is huge.” But, Mr. Fred Lee, the author of this book, was very well aware of that. He hit every single point I wanted to argue. Going to read the book, a lot of relevant memories came up in my mind since I had worked for a hospital for a long time. I was convinced that Disney’s approach to quality improvement is applicable to hospital management. Out of 9 1/2 things, I would like to talk about three actions that left marks on me with my experience: service vs. experience, rewards to motivate people and closing the gap between knowing and doing.

Even though Texas Health Resources approach is uninterrupted throughout this study with the sole purpose of endorsing of quality assurance and maneuvering to brand core measurements attained. The key to the leaders involved in this organization study is to convey, examine, make improvements, collaborate, and initiate changes within the hospital, which this study principally is engrossed on bringing crucial argument and descriptions to light. Precisely monitoring the study there were several references concerning how Texas Health Harris Methodist- Cleborne recuperated their performance and quality assurance by the 15th percentile from Texas Health Resources its parent organization. This organization 's theory used would be a resources dependence theory. Authority was assumed to this same organization Texas Health Resources with anticipation to produce and improve a new core resource model for clinical outcomes and this theory would be an independent variable theory. Numerous quality encouragements were set up for employees to promote their performances which demonstrates the hierarchy of needs theory. For the reason that, this demonstrates that the Texas Health Resources constructs all the results regarding what transpires and gives Texas Health Harris Methodist -Cleborne the approval to acquire a new position of clinical outcomes specialists, that what focus on the daily functions within their organization. Established on their discoveries, reports showed that part of her

The Modesto Medical Center of Modesto board of directors is responsible to make sure that the workers practice quality services at all times. The board of directors support and guide the implementation of quality improvement activities. The board of directors is responsible to review, and approve the system to eliminate and approve the quality improvement plans. The board of directors is responsible in monitoring the staff’s quality improvement that improve patient care and reduce risks of liability claim. The executive leaders in the organization supporting the medical staff and to comply with the Joint Commission accreditation, and executive leaders guide staff within the organization, communicate, problem solver when organization face any issues, responsible in sharing visions and goal, and review quality improvement committee’s progress in the organization (Nemeth, 2003).

The board of directors has asked that you provide a 750-word report (double spaced in APA or other Devry-approved format) detailing your strategies and recommendations to improve the financial performance of the hospital. The strategies and recommendations should be as specific as possible and include identifying resources that are necessary to implement the strategies. Also, describe the outcomes expected from implementing your recommendations. Your primary text and journal/website research must be used as a reference to support your analysis. Use at least three references.

Memorial Hospital is a large hospital that is privately owned. Memorial hospital provides services that are basic for most large hospital facilities similar in the area, like lab, x-rays, emergency room, intensive and cardiac care units and psychiatric ward. One goal the hospital has is paying close attention to each patient, by offering quality care at an affordable price. In this essay we will discuss ways that the hospital might measure quality, the potential cost and failure of quality for Memorial Hospital and discuss each measure, discuss ideals or techniques from TQM that Janice could use to help Memorial ideals on providing quality healthcare as well as analyze the methods memorial could use to assess the quality of health care it is providing. Memorial Hospital is not trying to compete with the other hospital in the area by having all the up to date equipment, they just want to offer affordable quality healthcare. The quality of the hospital and patient care will set them aside from all of the other hospitals.

The hospital Quality Director demonstrates many exemplary talents. She is highly skilled in her current role, which is shown by her understanding of the hospital operations and her multi-departmental experiences gained throughout her career. Her understanding of key functional areas at a high level down to the fine details gives her great depth and perception of the overall quality functions of the facility. Understanding that a quality director’s personal style of leadership can impact many facets of the healthcare facility operations, execution of her leadership style must be influential not only to her direct line staff but also to hospital associates who view her in her important role.

Dr. Karen Buhr, PhD is the newly appointed Chief Operating Officer of Bellevue Hospital; a large, a not-for-profit hospital located in New York City. After two weeks of working in the public sector, she misses the benefits of a seemingly endless cash flow available when working in a world renowned, private academic hospital. Bellevue Hospital has been in deficit for the past two years and patient satisfaction regarding care is at an all-time low. Her first task is to develop and implement cost saving measures for the clinical services provided. She has met with clinical and administrative leaders to identify potential savings and other opportunities for improvement. However, she has hit a road block. How

Hospitals are experiencing a financial impact with being reimbursed for the medical services provided to the patients. This can contribute to the patient having hospital acquired or related illnesses because of poor and inadequate quality of care rendered by the staff. Medicare and Medicaid are raising the bar with reimbursing the hospital for the medical services. They are basing the reimbursing for medical services upon the quality of care, patient satisfaction with services, mortality and readmission to the hospital rate (Carpenter, Short, Williams, Yandell, & Bowers, 2015, p. 255). As the level of quality of care is rendered to the patient, the medical staff objective becomes fostering patient centered care. This will increase patient satisfaction

Surprisingly health administrators are often accountable for fabrication fiscal decisions that can impinge both their health care association and the caliber of management communicate. Also, it can be extremely demanding to equalize strive requisition, and it sometimes pits low-cost, quality, and ethics against each other. For instance, administrators often must decide between employment more personnel to diminish nurse-to-patient ratios and purchasing or restore, recover equipage. Above all of these things could improve quality of care.

Texas Health has shown why they are the top performers in the country. Texas Health has received honors and awards for clinical quality, including the 2007 Quality Award from Premier and the 2007 Texas Health Care Quality Improvement Award. There are numerous lessons from Texas Health experiences that other hospitals should look at to achieve high performance. According to the text, for an organization to reach the ideal state of continuous adaptation and improvement, the organization must be designed to achieve their goals and able to change direction when things don’t work out (Frates, J. 2009). Being in a health system gives you the opportunity to turn to each other as partners in quality improvement efforts and resources to help solve problems.

An increasing issue within the health care field is the inability to collect debt from the growing population of uninsured or underinsured patients. Healthcare organizations may be struggling to meet operational margins because the industry has never treated its customers like other retail-oriented sectors of the economy. A McKinsy and Company report states that hospitals incur sixty billion dollars in bad debt annually because they typically collect only ten to twenty percent of a total uninsured patient balance after service. (MacKenzie, 2009) This is due to a number of reasons, including poor accounting practices or a lack of patient information. This paper will discuss how one hospital, California’s Sutter Health, has taken steps to

Evaluating hospital quality data is part of the evolution of health care today. There are publicly reported statistics from every surrounding health care system and can be found on reliable websites like www.Hospitalcompare.hhs.gov. This paper will review a local hospital and two of its competitors and evaluate the pros and cons of these publically reported indicators for the Process of Care.

The Baldrige Performance Excellence Program is a current model using certain criteria for purposes of improving quality and risk management. Health care organizations and risk managers around the country utilize this model to boost safety processes and outcomes. At the other end, a final goal is sought to reduce cost and get positive results for the organization. Criteria within the Baldrige model focuses on the successful operation of health care organizations that corroborate between units and departments, including leadership and performance, while also considering Joint Commission accreditation, Magnet status, and the Institute for Healthcare Improvement initiatives (The National Institute of Standards and Technology, 2014). The goal of the Baldrige model is to lead all components of the organization to be unified and productive as a whole, manage change, and examine and analyze data in order to be competitive and successful in the healthcare market.

Memorial Hospital Case Study uses a series of communication between different level and functional hospital employees to paint a picture of how this hospital operates. This paper will analyze and summarize key characteristics underlining the organization structure, management style and leadership, identify major challenges and recommend workable solutions.