Leadership Management Memo

The health care system must change to improve our nation’s health and takes strong steps to address the unsustainable growth of health care costs in America. We still have a long way to go before our health system become effective. We still have population that do not have insurance, have difficulties accessing their health care, or their needs are not met within the healthcare system. It is an investment in prevention and wellness and increasing access to primary care physician.

Innovation- We will strive to do things better by doing things differently, considering the complexities of the health care delivery system and a team of critical but progressive thinkers.

Emerging trends that are encouraging heathcare executives to become interested in developing innovative, integrative, and cost-beneficial HMIS solutions include:

We ask our stakeholders to look into our following recommendations. Money and recruiting physicians (primary care) are the two of the biggest components that would lead to successfully turning the

A long standing tradition is highly valued but compromises may need to be implemented in order to keep up with the proceeding changes in the medical field. Johnson proposes that the current

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.

As a global healthcare organization, our goal has always been to promote quality of care and optimal health to people around the world. We have a firm commitment to serve diverse communities with products and services that reflect the latest trends in innovation and the highest quality at reasonable prices to match consumer expectations and needs. We have established a culture founded on individual accountability that expects employees at all levels us to communicate openly and transparently; any strategic, operational, or financial challenges we face are viewed through a comprehensive moral

Our healthcare system needs major restructuring. Major improvements needs to begin with "all health care organizations, professional groups, and private and public purchasers should adopt as their explicit purpose to continually reduce the burden of illness, injury, and disability, and to improve the health and functioning of the people of the United States", (Crossing the ……, 2001).

Thank you again for meeting with me on Wednesday to discuss the Director of Physician Practice Compliance position. Our conversation confirmed my interest in becoming part of the NHGS leadership team. I am excited at the prospect of developing the physician compliance program for NGHS where special attention is given to functions and processes that are particularly prone to placing the organization at risk. Having described how you are inspired by the leadership team at NGHS strengthens by desire to be a part of this dynamic team.

Griffiths tenure and Dr. Kendricks understood that. However, he believed that he needed to explore changes in order to lead the practice into having a successful future. Initiatives that Alan has already implemented during his first six months in his position was an open-door policy during his administrative hours. Dr. Griffiths was a much more “hands off”, collaborative director. (Groysberg, Kaftan, & McCalla, 2007) Where Dr. Kendricks wants to be more direct, and confrontational at times. His new open-door policy is becoming a major distraction for Alan, he is finding himself taking his routine clinical work home so he is not interrupted with other issues. The change is leadership style has also been challenging for the hospital to come to terms with. The physicians and support staff have become complacent to the procedures and practices under Dr. Griffiths.

The delivery system needs to be restructured as well, “The problem is not only that the system underinvests in these services relative to the value they can create but also that primary care providers are asked to deliver disparate services with limited staff to excessively broad patient populations” (Porter 2009). The new structure must be designed for “the delivery of specific prevention and wellness service bundles to defined patient populations with unified reimbursement” (Porter

The future of healthcare if left as is, the system will falter and eventually, a new reform will be realized as necessitous (Garman, Butler , & Brinkmeyer, 2006). When the system proposed fail to meet

1. The purpose of this memorandum is to provide a brief synopsis of the leadership philosophy of Second Lieutenant Joshua Dunn.

After listening to Mr. Whitney, I was nervous about my professional future, considering I work in healthcare. However, after I got home and actually thought about what he said, I realize that the changes in healthcare are leading the shift towards disruptive innovation. However, disruption is necessary to get the necessary changes and improvement our healthcare system so desperately needs (M. Whitney, personal communication, May 21, 2016).

Under the leadership of Bruce Broussard, President and CEO since 2011, Humana have developed and integrated health model system that has continued to lower the cost of healthcare and enhanced quality along with improving member experience. Broussard’s specializations in his work history clearly steered Humana to inviting him to come aboard. He brought Humana an extensive variety of executive leadership experience such as publicly traded and private companies within an assortment of healthcare sectors, including oncology, pharmaceuticals, assisted living/senior housing, home care, physician practice management, surgical centers, and dental networks. However, in addition to Broussard meeting the corporate objectives, he also has executives who are experts in each of their fields. Each executive officer reports to him and each are incremental in setting strategic plans to carry out Human’s objectives. His ability to navigate and influence people credited his success as a leader at Humana. Also, while at a previous position at U.S.