Shared Values And The Healthcare Organization

This paper examines how organisational values and stakeholder engagement can improve patient quality, experience and care. The author will do this by exploring what stakeholder engagement is and how it is being used in the healthcare arena to improve care quality and patient experience. The author’s critical analysis will discuss the relationship between organisational values, stakeholder engagement and the delivery of quality patient care, before relating this to his professional practice, prior to drawing and presenting conclusions.

We live and operate in a reasonably diverse world, and consequently our operations come with a variability of values and beliefs from multicultural backgrounds. As a leader in a healthcare organization I must explore the organizational beliefs, vision, team motivations in order to accomplish the perceived vision successfully and professionally. It is my responsibility as a leader to effectively articulate the identified vision of the organization and motivate the team associates toward the accomplishment of the goals and objectives. It might require the confrontation of challenging and difficult choices and the leader’s deeply held philosophy. In this paper, I will create my personal leadership

In summary, implementing shared governance is a great partnership in the healthcare workplace. Healthcare workers should continuously strive better the work environment. It is known that shared governance requires strategic change in organizational culture and leadership. It demands a significant realignment in how leaders, employees, and systems transition into new relationships and responsibilities. In the spirit of continuous improvement and professionalism, healthcare organizations must never stop seeking ways to engender a satisfying and fulfilling workplace (Hutchison & Moore, 2007).

In this week’s discussion I will review the ten business principles as defined by Greg Fisher. I will then choose three principles to discuss. I will then explain the business principles that are utilized in my facility, as well as those that are not currently utilized. Upon describing the ones not utilized, I will then give examples on how they can possibly be implement into the facilities practice. In closing I will discuss what principles are and which ones are not important to healthcare system.

The value and leadership skills in healthcare are both very professions are vital skills that are needed to provide everyday care (Graber, 2008). This literature review will explore the important values and leadership in health care. The review will provide the understandings of both topics. The term value can be determined by a person's standards and principles (Gaudine & Beaton, 2002). According to Grojean, Resick & Diskson (2004) leadership, is an actual way to improve patient`s. A good leader is said to reveal certain roles and behaviors that influence others in the way of positive change and direction. Viinamäki, (2009) back these same ideas but also have confidence in that there is a difference between value and leadership. They believe that leaders are viewed as individuals who can connect through motivation, visions, and inspire positive directions to generate company and organizational change. Graber (2008) impression of leadership can be understood as the capability of one person to impact the behaviors and actions of other people.

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.

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.

Throughout the years, health care leaders have tackled many challenges in the health care organization. Some of the challenges include knowing the difference between needs and wants, affordability, and sustainability, consequently these challenges can be confronted by evolving and transforming over to modern business models. For health organizations to be successful they must use planning, decision making, and training. Regardless of the changes, health care organizations must conserve excellent services. The purpose of this report is to recapitulate information shared throughout an interview between Dr. Kyle Grazier and Ronald G. Spaeth. The interview gave readers insight on Spaeth’s work, educational background, awards highlighted, and his philosophies or strategies for health care. This report will also enclose the biggest obstacles that Spaeth believes today’s health care administrator is facing in addition to the school of management theory he mostly used and why. In conclusion, I will state my opinions on Spaeth’s approaches and the lessons that individual’s can learn from the interview.

It is expected that complications must be accounted for while building a strong relationship between healthcare managers and staff. Problems are expected to occur. This is the reason why proper planning is important to healthcare organizations. Healthcare leaders might be concerned with cultural differences that exist in their organization. The problem might be caused by a manager not being involved with the immediate department or working environment. Another reason might be inequality issues that boost poor morale, downgrade associations, and devalue legal rights for healthcare systems operations. Equity guarantees that quality care would be provided to all people from various cultural backgrounds (Croxton, 2011). Addressing problems through communication, such as a staff meeting or off duty activities to improve morale within the organization, can minimize problems.

efficiently, “an organization must divide its work into many tasks and allocate those tasks among workers” (Hodge, 1996, Doloroso,2016).). The author explains that in this manner, workers can work on their specialized field more efficiently and effectively (Hodge, 1996, Doloroso 2016). Enhancing the organization's shared values and creating more inspiring vision statements and more effective mission statements.

Three values I think are important for the Health Care and all other seminars are zeal, openness, and compassion. All these are important values to have for the seminar because they will allow me to truly appreciate and learn from the experience. Zeal is important to have for any task or for a journey one will embark on because it enhances the overall experience. If one were to enter a task with apathy and boredom, then the encounter will suffer as a result of the disinterest, which may arise negatives feelings. Being passionate about what one does makes the work and effort much more rewarding, pleasurable, and even boost the quality of work. However, if one does not have such strong feelings for what they are doing, openness can help in transforming

Paradise Hospital, Inc. is a for-profit hospital. As the facility’s new hospital administrator, you have been tasked with improving the service value of the hospital. The administration has not done this process since the hospital began operating in the year 1995. The investors are not familiar with the value proposition strategies of hospitals in the current day America.

This article introduces health care managers to the theories and philosophies of John Kotter and

Hospitals and health systems in the U.S. are experiencing a remarkable transformation in their business models directed from numerous influences that are projected to ultimately turn the industry around. Pressures include providers troubled with the quantity of services they are responsible for, to providers who concentrate on presenting high-cost services that give emphasis to sustaining healthy populations (Dunn & Becker, 2013).

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric