The Importance Of In Health Service Organizations

Management is important in any environment, but especially so in the healthcare field.  As the health care system continues to evolve, sound management is critical to the survival of health care institutions (Johnson, 2005). The management team in a healthcare environment must always aim to improve the efficiency of the day to day activities and constantly plan for ways to improve the productivity and efficiency. Every manager’s main duty is to succeed in helping the organization achieve high performance while utilizing all of the organization’s human and material resources. On a daily basis health care managers must recognize performance problems and

The Institute of Medicine’s (IOM) six aims of quality provide an advantageous framework to progress the quality of care in the U.S.A. health care system. IOM developed six aims for improving to provide safe, effective, patient-centered, timely, efficient, and equitable patient care (Institute of Medicine, 2001). Organizations need to strategically plan to evolve in meeting IOM’s six aims and to remain a financially sound entity. Strategic planning involves defining the future and stipulating the measurement of achievement (Sare & Ogilvie, 2010). The purpose of this paper is to start the initial steps for creating a strategic plan in a healthcare organization, through describing and evaluating an unmet need, considering the mission, vision, and values, providing the background context, vision, strategic goal, and consider the broader issues.

Performance Management at Intermountain Healthcare Key Points   Operational focus - strategy rather than management. How will the organization prepare for the future if their primary customer (government) reduces spending? How will they address decreasing revenues caused by their increasing effiencies?

people are the primary means of accomplishing the work” (Halley et al) needed to ensure optimal delivery of services. CCI understands the importance of being a part of the human services network, forming “effective partnerships ‘up,’ ‘over,” and ‘out’ (Halley et al). Building and managing a broad array of relationships in intelligent, resourceful, and ethical ways” is good for all involved. Unfortunately, fragmented services do occur because of competition between agencies and people. While not always avoidable, this can be diminished by:

Health care organizations go through different types of situations that can have both a negative and a positive impact on their businesses. An example of this kind of state of affairs would be a conflict of interest for the physician. Many health care providers like physicians or specialists have the ability to open up their own facility and provide assistance to the ones who come to visit them. Although this is a big help the physician must be responsible for more than just words of advice to their patients. Reviewing all the tools and necessity needed, it will bring a financial burden to the physician in order for them to start up their practice. In this structure, it will prolong the physician from making progress the way they want.

The Baldrige Performance Excellence Program is a current model using certain criteria for purposes of improving quality and risk management. Health care organizations and risk managers around the country utilize this model to boost safety processes and outcomes. At the other end, a final goal is sought to reduce cost and get positive results for the organization. Criteria within the Baldrige model focuses on the successful operation of health care organizations that corroborate between units and departments, including leadership and performance, while also considering Joint Commission accreditation, Magnet status, and the Institute for Healthcare Improvement initiatives (The National Institute of Standards and Technology, 2014). The goal of the Baldrige model is to lead all components of the organization to be unified and productive as a whole, manage change, and examine and analyze data in order to be competitive and successful in the healthcare market.

Since 1993, the Truven Health 100 Top Hospitals program has used both independent and objective research to guide hospital and health system performance. In this process, they analyze public data sources to compare hospitals to similar organizations. The 100 Top Hospitals program uses a balanced scorecard that incorporates public data, proprietary, peer-reviewed methodology and key performance metrics to arrive at an objective, independent analysis of hospital or health system performance. This research measures performance, organizational alignment, progress

As can be seen from the growth rate which has been consistently improving over the last 10 years and betters than the industry average hence has the potential of improving its performance by incorporating the necessary business intelligence balanced scorecard. It is also to be noted that the US national healthcare expenditures is expected to reach US$ 4.1 trillion by 2019 thus representing 5.8% CAGR from the reported expenditure of US$ 3.1 trillion in 2014. Therefore investment in launching the business intelligence balanced scorecard definitely attracts attention of both public sector as well as private sector organisations.

Healthcare is definitely changing due to technology and social needs. Latest technologies are used on patients to manage their chronic diseases. One can say healthcare today is all about money. According to Dossey, Selanders, Beck, Attewell (2005), one of the driving forces of international financial markets is the continually rising costs of health care in general and nursing care in particular. Nowadays, patients are called customers. They are the source of income for health care organizations. An agreement can be made that length of stay for patients in hospitals are decreasing. Why is it decreasing? If patients are admitted for too long, reimbursement for health care organizations are affected.

The Chief Executive Officer (CEO) is the senior leader that promotes the mission and value of a HealthCare Organization (HCO). Then, when it comes to the finance budget, the budget office “coordinates the budget development and accounting reports, working closely with internal consulting and managing the extensive flows of information necessary to support the negotiations” (White and Griffith 423). The CEO recognizes that to develop a Long Term Financial Plan (LTFP) it takes several months involving everyone in the HCO. The objective is to find the best option for an Opportunity for Improvement (OFI) and Performance Improvement Teams (PIT) to thrive for excellence. The budget goals are determined by capital requests that are separate from

Leadership styles and approaches are essential for the high performance working in healthcare organisations (Yuki, 2006). Various leadership styles provide different impact upon the organisational performance, staff motivation, and high performance working. The attributes and attitudes that a leader possesses also have impact upon employee commitment and behaviour. These factors affect high performance working. Apart from this capacity planning which is one of the major operational activities in healthcare organisations also depends upon successful leadership. To maintain a high standard of customer satisfaction, effective management of service operation is very important in health care organizations. This essay examines the implementing

Although selection of the appropriate visuals and graphs contribute to the effectiveness of a business performance management (BPM) dashboard, the true "soul" of the dashboard is the key performance indicators (KPIs). KPIs measure the business health of the enterprise and ensure that all individuals at all levels are "marching in step" to the same goals and strategies. They also provide the focal point for enterprise-wide standardization, collaboration and coordination. In this column and in subsequent months, we will discuss the important role of KPIs in the performance management process, provide guidelines for choosing the most appropriate and meaningful KPIs, and leverage Six Sigma

Dashboards have become a standard business tool over the last decade. Dozens of dashboard building solutions have sprung up to meet the demand. Yet in the flurry of technology and enthusiasm, little attention has been paid to how to design focused, thoughtful, and user-friendly dashboards. Our three-part guide will show you the concepts and give you the best practices to create a high-impact dashboard that people love to use. Traditional dashboard design focuses almost exclusively on defining the right success metrics,

There are several areas of interest that Vitality Health Enterprises have to address. To start, we can look at the earliest changes to the performance management system that were brought about in the transition between the founding CEO and the new CEO. When Williams came on board at Vitality Health Enterprises, the organization was in decline due to the crash of ’08 and Williams wanted to address the stagnating revenues by bringing about a lean organization with a focus on innovation among their R&D department. However, I am wary of the reasoning behind the inefficiencies of the old performance management system as an antecedent of stagnating revenues. In my opinion from a contingency theory perspective of organizational change, Williams could have begun her tenure by measuring the changing business environment (due to the recession) and identifying whether the subunits that comprise Vitality Health Enterprises were aligned and best suited for the changing and turbulent environment. By analyzing the environment, Williams would have gone into the needs assessment and analysis of the legacy performance management system with a clearer strategy in mind, and a purpose of aligning this new performance system with the new strategy. However, the purpose of the new system was based around incentivizing strong employee performance through additional compensation methods and additional employee accountability.

Due to the increased inflow of patients with chronic and terminal diseases, medical services and health care organizations are inclined towards providing these services inside the patient's houses. Providing health care at home is optimal however many problems such as poor quality health service, delayed diagnoses and mismanagement in treatment has been observed. In order for the health care services and its employees to enhance home care services, they need to take in information technology into their medical services. Using information technology, patient records and management information will all be updated into the system so there is no delay between exchanges of information.