External Factors In Health Care

The healthcare industry is one of the fastest growing industries. Changes are always happening in the healthcare field and new trends are created. As a worker in the healthcare industry, there are many changing aspects of the industry. At my company, I’ve noticed some of the trends that are shaping the direction of the company in a very dynamic and valuable way. Working remotely, the Affordable Care Act (ACA), and Big Data and Cloud Computing are some of the trends that my company is moving towards. While these trends are making an impact on the company, there are still challenges with the Affordable Care Act. It has been reshaping the healthcare system both positively and negatively since it was introduce.

External and internal influences are relevant in health care. These influences continue to affect the total operations of a health care facility. I will summarize the insights I have gained into the external influences of the new health care reform policy and quality initiatives. The recent health care reform legislation was passed in the house and senate this year. The senior vice president, that I have interviewed, states that health care reform is an “unknown” for organizations. In addition, I will research the quality improvement initiatives and how these external influences include implications for organizations and health care administrators.

In specific, measuring the impact of political, economic, socio-cultural, environmental and other external influences upon health care dogma, the VSO suggestions and structural programmes is attractive a recognisable stage of health service considered growth and scheduling instruments. The undertaking this is a form of strategic analysis so is to diagnose the key problems that the VSO wants to address such as

Following an organization announcement in 2015, the healthcare system was divided into four divisions headed by a leadership team of 5 that oversee all the divisions. The second division consists of the 3 regional hospitals associated with the New York Presbyterian system. Often hospitals associated with a healthcare system are hospitals waiting on approval from the city and HCOs involved. The 3rd division consists of NY-Presbyterian physician services. Lastly, the fourth division consists of all the health services that make up the health care system’s community and population health. These services include ambulatory care network sites and healthcare initiatives. As a Highly Reliable Organization, New York Presbyterian keeps track of multiple trends to shift and shape it’s organization for today’s always changing and complex healthcare industry. Through the tracking of consumer healthcare decisions, New York-Presbyterian uses this data to adjust its practices and policies to help patients make the best medical decisions and provide the highest quality of care. Positioned in one of the biggest metropolitan areas in the world, New York-Presbyterian keeps track of it’s competition by monitoring the consolidations of healthcare organizations within their market share. Through this monetization, the healthcare system prioritize its marketing strategy that allows them to sell the unique

In the healthcare field, there are forces that drive practice and develop change within an organization. There are both internal and external forces in which not one organization is immune to (Kotter, 1996). By establishing a vision of the company, a sense of purpose and direction is created, working towards change within the forces (Huyer, 2014). When people participate in a vision, they work towards a common goal and identify what needs to be changed in order to reach that vision. In this paper, a presentation of Banner Health will be discussed, along with its mission and stakeholders, driving forces, viability, as well as an analysis of forces, a response to change, a vision for change, and an evaluation of change.

The healthcare industry is currently in a state of transition. Several issues are driving the transition, such as, the effort to reduce disparity of care, cost containment, and technology. The United States government altered the healthcare paradigm when it implemented legislation know as the Patient Protection and Affordable Care Act (ACA). The following is an overview of external factors that will have potential impact for the Mayo Clinic in the coming years.

Key Historical, Key political and Key socio-cultural influence that have shaped healthcare access in contemporary Australian society.

price, quality, convenience, and superior products or services); however, competition can also be based on new technology and innovation. A key role of competition in health care is the potential to provide a mechanism for reducing health care costs. Competition generally eliminates inefficiencies that would otherwise yield high production costs, which are ultimately transferred to patients via high health service and delivery costs. With so much competition going on in the healthcare field and around the healthcare organization of my choosing, reducing cost for the patients will keep my organization in the competition for more patients to come

There are many driving forces for the need of innovation in healthcare. The traditional encountered-based care delivery system is being overwhelmed because of the growth in demand and the rapidly increasing prevalence of chronic diseases. The Department of Commerce Advisory Committee has defined innovation as, “the design, invention, development, and/or implementation of new or altered products, services, process, systems, organizational structures, or business models for the purpose of creating new value for customers and financial returns for the firm” (Haughom, n.d.). Ms. Arlette mentioned that disruptive innovations are the way to deliver care. Disruptive innovations help create a new market and value network, eventually replacing earlier technology. More disruptive innovation in healthcare is needed; however, to do that, the excuses for why healthcare is different has to be done away with. There are two things needed to increase disruptive innovation: technology and a disruptive business model that can profitably deliver routine solutions to customers in an affordable and convenient way (Grossman, 2008). Disruptive healthcare steps outside of the norm to provide services that are more economical. As hospitals and health systems develop their strategies, it has to be determined how to adapt to these changes to be successful in an environment moving from a fee-for-service payment to a pay-for-performance models. An example is Teledoc services, which allows the doctor to diagnose over the telephone as via facetime as opposed to coming into the

healthcare trends in order to stay ahead of other competitors. Staying focused on the goals for

Barey et al. (2015) conveyed, “all members of the healthcare organization–from the executive level to the clinician at the point of care – must feel a sense of ownership of electronic charting to make the implementation successful for themselves, their colleagues, and their patients” (p. 259). Internal and external factors can be facilitators or barriers when implementing a new project. Both factors will be discussed in regards to the current environment the project is being implemented in.

The analysis then plots the implications for the industry over the next two decades, in three stages. Ultimately the compounding effect of all the innovations, breakthroughs and developments contribute to a new industry structure that promotes greater collaboration among industry players, more transparency into industry activities, and more adaptive or elastic models of health care delivery and organizational operation (Nicholas, 2010).

Health care organizations must follow the constantly shifting mix of market segments in order to become aware of new opportunities and threats with strategic implications; not doing so can mean a loss of business. One of the best ways to understand the nature and intensity of the competition of an industry is through the five forces originally defined by Michael Porter. The interplay of these forces determines the profit potential of the industry, and what a firm will be able to accomplish there.

Changes are occurring constantly in the health care environment, which impact the overall operations of the industry. Technology is constantly advancing, which forces businesses to adapt to today's information-age economy. "It is the information age – a time when knowledge is power. Today, more than ever, businesses are using information and technology to gain and sustain a competitive advantage" (Haag, Cummings, and McCubbrey, 2005, p.4). In order to compete in this rapidly changing industry, businesses must understand the environment and recognize that technology is the force behind the change. This paper will discuss the best practices used in the health care industry related to electronic

The vast emerging trend in health industry is perceived differently in the eyes of consumers, the organizations and the government.