Introduction The Hospital Sisters Health Systems consist of four different divisions within two states and have a total of 13 hospitals, along with a large physician group. The organization was originally run by a group of nuns. However, the nuns have formed a board to oversee the governance of HSHS to ensure they continue to meet the high expectations and mission originally designed by the founding convent in 1875. As the hospital system has grown the governance board has also grown and now has several key members listed on its organizational chart. Each of the roles is essential in creating uniformed quality facilities throughout not only the divisions but the entire HSHS system. The governance board assists in many areas, including HIT decisions and upgrades. This paper will discuss the governance of HSHS, various roles within the organization’s governance model, the HIT decision making process, and an example of HIT implementation within the HSHS-EWD. Hospital Governance Sister Bernadine Gutowski is one of a few nuns that belong to the Third Order of St Francis. She works as a secretary within the Hospital Sisters Health Systems (HSHS) and recently discussed with me the history of our organization and the changes it has endured. HSHS was originally ran by a group of nuns that belonged to the Third Order of St. Francis in 1875. At that time, they began serving the community by nursing sick and poor people within their homes. Since then they have expanded their health
“The Sisters of Charity of Cincinnati is an apostolic Catholic community of women religious that exists to carry out the Gospel of Jesus Christ through service and prayer in the world” (qtd. in “About the Sisters of Charity”). The Sisters are led by their mission statement to be “[u]rged by the love of Christ and in the spirit of [their] founder, Elizabeth Ann Seton, [the] Sisters of Charity of Cincinnati strive to live Gospel values. [They] choose to act justly, to build loving relationships, to share [their] resources with those in need, and to care for all creation” (qtd. in “Mission Statement”). Through this mission, they dedicate themselves to “the education of children, care of orphans, the poor and the sick” (qtd. in “Sisters of Charity Cincinnati”). These values are exemplified in numerous ways but specifically have been shown with the creation of educational institutions, orphanages, and their selflessness during the civil war.
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
There are many types of organizations that may provide healthcare to a community. Organizations that provide healthcare services may seem similar however there are different ways a healthcare system may be structured. This paper is going to analyze the organizational structure of Hoag Hospital.
Hospitals have organizational structures that allows them to carry out their duties efficiently and successfully. What separates the organizational structure of a healthcare organization from a business, essentially that the hospital 's organization is chiefly founded on the amalgamation of medical and administrative staff (Carayon, et al., 2014). The organizational structure of the twenty-first century solutions in health care hospitals involves, both divisional and hierarchical structure. In the of the chain of command hierarchy, there are various levels of professional’s that fall under other levels within the facility, and each staff member is organized in regards to departments that are related to their (KSA’s) skills, attributes and job duties (Carayon, et al., 2014). Hospital organization philosophies is based on development of values and ethics, with the understanding on moral principles relating to human conduct. These systems are comprised with the processes in decision making and determining the best actions to consider between the difficult alternatives when pertaining to patient care.
The way we practice healthcare and healthcare organizations are changing due to the pressure to reduce costs, improve the quality of care and to meet rigorous guidelines. This change has forced health care professionals to examine we evaluate our overall performance. Paradise Hospital, Inc. has not had any service improvements since 1995. A physician named Avedis Donabedian (2005) proposed a model for assessing health care quality based on structures, processes, and outcomes. He defined structure as the environment in which health care is provided. This is known as the organizational characteristics such as the measurement of staffing ratios and the number of hospital beds. The process is described as the method by which health care is provided. This represents the communication and interaction seen between doctor and patient. The necessity for the tests and procedures performed. The outcome is defined as the consequence of the health care provided, was there a desirable or undesirable effect.
Healthcare organizations are constantly changing to meet the needs of their communities. According to Mitchell (2013), organizations utilize evidence base practice to determine the changes needed of a given community. The purpose of this paper is to analyze Catholic Health Initiative (CHI) Saint Vincent Infirmary’s (SVI) complex adaptive system, mission, values, culture, leadership style, level of greatness, and readiness for changes.
“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that
Healthcare professionals are faced with making multi-faceted decisions on a daily basis. These decisions are not just limited to clinical matters, but they include the total patient care experience. Because of emerging healthcare trends and complex health law and ethics, it is imperative that healthcare administrators have a professional organization that they can belong to. “The
Delivering excellent care for health maintenance and acute illness, which meets quality, safety and patient experience standards, while reducing costs is the focus of health care organizations across the country (Kara, Johnson, Nicley, & Niemeier, 2015; IHI, 2016). Healthcare organizations are under deep scrutiny by public and government sectors to meet the IHI Triple Aim to improve patient experience, improve the health of populations and reduce cost of health care (IHI, 2016). However, these sectors use different measures to evaluate the effectiveness of healthcare organizations. Carolinas Healthcare System, which consists of over 900 care locations, including thirty-three hospitals within North and South Carolina, works to meet the Triple Aim and be viewed by the public and governmental sectors as a healthy organization. The question is how does one measure the health of an organization? Is Carolinas Healthcare System an example of a healthy organization, one that integrates leadership principles and concepts, utilizing fiscal responsibility within the organization’s climate, culture and behaviors? Or, is Carolinas Healthcare System an organization without a mission, vision, goals or strategic plan, on the brink of failure and without public and governmental approval?
The demand for cost containment, the growth of purchaser influence, the decline trend in inpatient utilization, and the demands of managed care organizations for efficiency, cost containment, coordination of services, and accountability for service outcomes has changed hospitals strategic planning. Hospitals need to reconfigure and reorganize their health service delivery in order to meet the demands of managed care. To make their organization attractive to the managed care industry, system integration strategies began to emerge such as horizontal and vertical integration (Sultz & Young, 2009, p. 103).
1. Governance: The governance of a hospital sets the framework for supporting quality patient care, treatment and services.
Quality healthcare is a mark of a successful CEO and mortality rates, successful outcomes, and patient satisfaction are indicators that must be constantly monitored. A hospital CEO cannot do this alone. Hiring senior leaders to oversee compliance, medical staff, fundraising and building maintenance is an important job duty. Often, a master’s degree in healthcare
Improving the quality of health care system is the main goal of this organization. In this case study we will be talking about the strategic plans being made by the organization for the next decade to deal with the problems of resource management, network growth, patient satisfaction as well as nurse staffing. The readiness of the organization towards catering the citizens' needs for health care will also be discussed in this case study (Goetsch and Davis, 2010).
These health care organizations have two types of planning to follow, and they are tactical and strategic planning. When tactical planning takes place, there is a short term goal in mind (Society for Human Resource Management, 2102). The course of action for a tactical plan is to achieve a goal within a year or less time period (Society for Human Resource Management, 2102). A tactical plan has a smaller scope and shorter time span than a strategic plan (Society for Human Resource Management, 2102). It takes several tactical plans to achieve the strategic plan (Society for Human Resource Management, 2102). Strategic planning differs from tactical planning, because in strategic plan, the course of action is to achieve goals for the long term (Society for Human Resource Management, 2102). Strategic planning goals are usually wanted to be completed with five years (Society for Human Resource Management, 2102). The organization’s mission statement purpose and direction are reflected upon strategic planning (Society for Human Resource Management, 2102). Top management must view reports on operations, external environments and finances when looking to develop a strategic plan (Society for Human Resource Management, 2102). The development of tactical plans are influenced by strategic plans (Society for Human Resource Management, 2102).
The corporation’s management role is to increase the firm’s value to its stockholders. Corporate finance handles the financial issues such as achieving the firm’s goal, how to raise, manage, and invest its monies. Corporate management has become sensitive to the creation of value for businesses due to the shifting from tangible assets to intangible assets. Although the intangible factors that drive value creation differ by firms, some of the major categories include technology, innovation, and employee and customer relations. Creating value helps customers by selling products and services. Value is when a business generates revenue that surpasses expenses. Understanding what creates value will help managers focus capital and talent