Credentialing Physicians Work Performance

The medical field is a career path that brings about many options and opportunities of great value. The noble idea of being a doctor tends to cloud the diligent studying and precise training that is actually required for this career. I have wanted to become a doctor since a very young age, and now that the opportunity is here for the taking, I have fully researched what it takes to succeed in this profession and various specialties of the practice. The road to a medical degree is one filled with thousands of notes, years of schooling, and many stressful nights, but the reward is one incomparable to any other. Saving people’s lives on a day-to-day basis has been one of my dreams for as long as I can remember, so the rigorous curriculum

The successful evolution of this organizational structure in a competitive marketplace has required a close partnership between managers and physicians supported by a culture of physician group accountability for quality and efficiency. An overarching agenda for achieving excellence focuses on high-impact health conditions, provides goal-oriented tools to analyze population data, proactively identifies patients in need of intervention, supports systematic process improvements, and promotes collaboration between patients and professionals to improve health.

Credentialing from advanced practice registered nurses (APRNs) perspective is defined as “furnishing the documentation necessary to be authorized by a regulatory body or institution to engage in certain activities and use a certain title” (Hanson, 2014). Credentialing is also define from a local institutional process that consider specific documentations for APRN before they assume the practice role as APRN within their facility. In health care system, credentialing ensures individuals meet required standards of practice and is prepared to perform those duties implied by the credentials. National certification and education are considered as part of credentialing for APRN to acquire basic level of competence to practice. (Hanson, 2014)

Aaron, I have experienced many of the same concerns regarding a lack of sufficient time to spend with personnel throughout my supervisory career. There appears to be a trend within every organization I have worked for to reduce supervisory and administrative staff. The duties previously assigned to those cut positions often end up falling to the supervisors of the departments. This organizational flattening can make a healthcare professionals job increasingly overwhelming.

Mr. Harris expressed to me the key factors in being successful in his workplace. He stated that the employees should think about the patients first and make the quality of their care the first priority. To be unsuccessful in his clinic, he states that employees would not take pride in their job and not care about the quality of their work. He expressed to me that a manager should most importantly succeed in having open communication with all employees and stakeholders. Keeping an open line of communication with employees makes for a positive workplace environment. Harris explained that this can be done by checking in with them often to make sure the employees aren 't having any issues and are satisfied with the staff’s work. He also interprets that you should let them know that you are always available for them if issues or questions arise.

When there are Nurse Practitioners that are filling in for doctors, this can improve quality. The way that this takes place is to have these individuals work with select amounts of patients. This creates smaller teams and more personalized attention in providing these services. This is when mistakes will decrease with health care professionals doing more for everyone. Once this happens, is when the underlying quality of care will rise. (“Scope of Practice,” 2010)

Three issues or trends I see that are important with regard to credentialing are reimbursement, malpractice and education. Within each issue are opportunities for the advance practice nurse (APN) to grow in knowledge and participate in change. It is important to understand why each one effects credentialing for the APN.

peers. Tap into the greatest wealth of knowledge on managing physician practices that has ever existed.

Experienced clinician will drive the efforts to maximize the Medicare CMS STARS rating and will collaborate with organizational stakeholders to develop a multi-year strategy. Development of performance improvement strategies will include the development and analysis of reports and leading Member Perception projects, implementing new initiatives to improve Star ratings. Manager will monitor initiatives and progress in the Clinical, Pharmacy and Provider workgroups.

Individuals who are given the opportunity to learn new skills, increase their abilities for specific accomplishments, and increase their overall knowledge in their field are more likely to remain with their employers. Therefore, many health care organizations realize that continuing education is not only a requirement for certification but also a method for attracting and retaining the best employees. Providing employees with a chance to polish their skills and learn new methods of providing the best care increases job satisfaction. It also makes employees more valuable as they are more able to provide the kind of care that patients expect and deserve. Employee competence is what makes health care what it is. Failing to provide adequate opportunities for continued education in the field will result in less overall care.

Nurses working for Magnet hospitals are encouraged to increase their professional knowledge. Nurses are encouraged to grow as a clinician by participating in clinical ladder programs, obtaining certifications, and pursuing advanced degrees. Magnet status is a designation for hospitals that wish to provide excellent patient care and promote nursing leadership. Many hospitals offer tuition reimbursement to encourage nurses to continue their education to pursue an advanced degree. Clinical ladders offer professional and monetary gains. A local Magnet hospital in Richmond, Virginia offers reimbursement for the cost of certification exams to help their nurses have an opportunity for certification in their specialty. McClure explains that magnet hospitals develop a culture of excellence by demonstrating best practices and involving nurses in decision making and policy development. There is a correlation between the nurse with a higher level of education and certifications in their area of expertise and positive patient outcomes. (McClure, 2005).

Hello Delya, I believe credentialing is vital for the betterment of health care. The number one priority in health care has to be patient safety and security during treatment. This must start with physicians, hospitals and treatment centers having credentialed providers. This credentialing can verify provider skill sets, education, and training.

Although doctors go through more than 6 years of very intense and extreme preparation before actually treating patients, the truth is, no human being is perfect, and even though we often strive for perfection and greatness, most of the time we make mistakes. Of course, when you’re a doctor the consequences are much worse and bigger, since people’s lives are at stake.

Further, an evidence-based practice which underpins good clinical practices is vital for building staff performance by encouraging a high degree of interactions with clinical innovations. The leadership theories discussed in the following section are intended to provide an indication of how they concatenate with healthcare management.

Five days per week, I spent 40 hours shadowing the chief of general surgery and the chief of internal medicine at a hospital in Hungary. I accompanied the doctors on their patient rounds, and I observed as the physicians interacted with patients with different needs. From this, I learned that patients want a doctor who cares about them as a human being, and not just another case to solve. Shadowing also gave me the opportunity to learn more about patients and their ailments, and to acquire skills such as how to examine patients MRI and CT scan. During this time, I gained a wealth of knowledge as the physicians shared experiences about their medical training and challenges they encountered.