The Importance Of Training In The Health Care System

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 primary care practice is essential to improve the care of our population, our current system is fragmented, but it does show potential for improvement. The Agency for Healthcare Research and Quality has listed some areas that will help improve our system. One is “the need for external infrastructure to help primary care practices develop quality improvement” this is done with support to the quality capacity (Agency For Healthcare Research and Quality, 2015). Quality care will include the coordination of care within the system, as well as understanding what needs the patient will have

Quality of service should be one of the most important and well monitored goals for any medical facility, from your small town family doctor’s office, to nursing and rehabilitation facilities, all the way to large hospital systems. The quality of service provided in a facility doesn’t just affect the patients. Quality of service also affects the bottom line, or whether or not the hospital system is profitable. In order to better access the system’s current quality of service and to devise improvement plans I would need to explore issues that have significant effect on quality of care such as, patient satisfaction and retention, medical errors

This coaching and execution package will start by teaching the meaning of the principles. The Nine Principles™ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group®. The process teaches that the process should be the norm and it should become “hardwired into the organization’s process.” This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group® places great emphasis on developing leaders. So much so that they will provide instructional training to the

Administrative staff remains at the top- level of the organizational structure, formulated of individual’s that have ownership (stakeholders) with the functions of operations in the healthcare facility. These important individuals are accountable for the enforcement on policies and regulations, with ensuring the implementation for public

The secondary issues are lack of clearly defined roles. The physicians’ primary role is to provide patient care; however, the physicians are performing administrative duties such as scheduling clinic coverage and maintaining adequate medical supplies in examination rooms. Such task should be assigned to administrative assistants. Undefined employee roles create problems because some tasks remain unfinished.

Mandated nurse staffing plan would require appropriate staffing levels given the unit, acuity of patients as well as the level of experience of the registered nurse. This would result in both patient and nurse safety, with overall satisfaction in delivery of care. The staff committees will implement policies, evaluate and correct errors. In addition, Staff planner (the secretary) will report daily for each unit and for public the licensed number of registered nursing staff for each shift. (“Sec.1899C.(2)Secretarial responsibilities pg6/11). This reduces overworked nurses. Thereby increasing accountability for institutions to plan within house, diminishing negligence and increasing safety of patient and nurse.

A coordinated healthcare service is required to provide services to the continuum of care for the patients that are in these facilities. As the Director of HIM

establishes customer's legal and statutory rights; establishes organisation’s legal and statutory responsibilities; products and/or services must meet regulations and legislation; staff need to follow clear procedures in order to remain compliant; organisations must have clear procedures in place and staff should be trained in these

Overall, the owner/head physician is responsible for the staff that he employees however, each physician is responsible for hiring his or her own medical assistant. In order for the leaders to guide the employees in the right direction, there needs to be a clear and precise mission statement that is acknowledged by all. It is difficult to lead a group of employees without truly knowing what the mission is. In our facility, our main mission is to ensure that all patients are treated with respect and provided the care that he or she expects within reason.

Since the hospital is a community based acute care hospital, there are numerous subunits. Under the president of Hospital AB and Health Center, the total organization is divided into seven major units which are controlled by seven senior vice presidents. Each unit under the senior vice president is further subdivided into sub units according to the services being provided. The hospital has a distinct subunit configuration for the nursing departments. Each unit is under either a vice president or a director. The major subunits are perioperative services, nursing practice and education, behavior health services, heart center, out patient women services and perinatal clinic, inpatient women services and pharmacy. Each of these major subunits is further subdivided based on the services being provided. The senior vice president for all these units also oversees the programs for patient safety, patient satisfaction and joint commission accreditation. The departments of imaging services, rehabilitation services, cancer center, breast center and quality management comes under another senior vice president (unknown author, 2005).

The clinic manager’s role in this process change will be to educate the staff on the importance of this change and why this change needs to happen. The manager will also be responsible for monitoring staff engagement and if the patients are receiving this education. The manager is the one who has the power to get this project off the ground. The manager’s interest in the change is to increase the clinics patient satisfaction and to ensure that the patients are educated. The manager will be the person responsible for maintaining the information on the Internet with the clinic-specific information.

With the expected growth in the allied health sector in the coming years due to increased patient care demands, healthcare organizations in the United State will need to take steps to maintain a high quality of care. These steps will include ways to ensure that well trained staff are hired, adequate new staff on the job training and orientation, continuous review of policies for improvements in safety, care, risk management and quality assurance. In addition to focusing on the integration of the incoming allied health personnel, healthcare organizations are expected to review how care is currently provided, and find new ways to provide care and meet the great increase in demand for care.

In this memo, I would like to clarify the causes of the failure of the training program in the hospital and propose the new way of the training that could be more useful for both senior managers and the employees.

Staffing deficits pose a direct threat of manifesting negative outcomes associated with the delivery of patient care. Anything or anyone that compromises patient care should be eradicated immediately. This author believes that staffing deficits remain a consistent issue due to lack of solutions that actively address the issue. This author believes that inadequate staffing is a major concern due to the degree of harm it can impose on patients. Adverse events associated with