How can a manager improve on excellence in a healthcare setting? In your opinion, which stakeholders should receive priority consideration when planning these improvements?
Read the following early in the week to help you respond to the discussion questions
https://www.ahrq.gov/research/findings/evidence-based-reports/index.html
https://effectivehealthcare.ahrq.gov/sites/default/files/pdf/technical-brief-36-patient-family-caregiver-engagement.pdf
lecture objective
The board makes the most basic business decisions. It endorses the mission, vision, and values. It decides the scope and size of HCO services. It establishes the long- and short- term goals. It holds senior leadership to the values and to goal achievement.The board is powerless without a CEO and a senior leadership team. It has neither facts for decisions nor ways to implement them. It appoints senior leaders and develops successors to assure leadership continuity.
In the most common model for US HCOs, the governing board represents the community served, the community that owns the not-for-profit HCO. It provides a voice for local stakeholders, particularly patients and businesses.
Leadership in HCOs uses multiple tools to make clinical excellence the expected behavior: 1) Reinforcing the moral commitment of all caregiving professions, to do no harm and meet their patients’ needs, 2) Implementing continuous improvement, using evidence-based guidelines, measured performance, and benchmarks; identifying clinical OFIs, and pursuing best practice in care, 3) Reviewing practitioners’ credentials and limiting them to work within their qualifications, 4) Recruiting clinical staff and retaining their commitment using transformational culture and empowerment, 5) Providing competitive compensation, assistance for maintenance of certification, and opportunities for personal growth, 6) Reviewing and improving its own contribution to clinical excellence, and 7) Excellent HCOs invest heavily in HR to attract and maintain a capable and motivated workforce.
Training is used extensively to prepare associates with the skills they need and to maintain “servant leadership” and the transformational culture.
HR activities are measured by their effectiveness in supporting and improving the workforce. Best practice and benchmarks are used to identify OFIs, and HR systems are reviewed for OFIs and continuously improved.
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