Question 1: Describe the process of medical membership, granting of privileges and process of medical staff quality monitoring in an HCO.
The process of validating a professional’s eligibility for medical staff membership and/or privileges to be granted based on academic preparation, licensing, training, certifications and performance is called credentialing (White 187). This process is also used to ensure medical staff quality monitoring in an HCO.
The HCO can validate the caregiver’s competence and proficiency through credentialing. The competence is validated by examining the knowledge and skill obtained through formal education and experience, which is regulated by, licensure and certification bodies while the proficiency is validated by examining the evidence that the clinician’s education and experience are current (White 101).
The role of the governing board in this process is to grant the professional privileges to participate in the physician organization. The role of the medical staff is to provide specific treatment by practicing good medicine within their training, experience and the capabilities of the HCO.
Question 2: Describe the differences, duties and key points of management versus governance in an HCO.
The purpose of governance is to create and maintain a foundation for relationships among the stakeholders that identifies and implements their wishes as effectively as possible. On the other hand, the purpose of management is to provide operational leadership (White 107).
The duties of governance are setting corporate goals, monitoring progress and maintaining strategic protection and make strategic decisions. On the other hand, the duties of management are to provide fact base for all goal-setting activities and to assist all operational units in goal achievement (White 108).
Examples of tasks performed by governance under the monitoring duty are evaluation of the performance of executives, establishing senior management compensation and reviewing compensation and bonus program for all managers
The key points in governance are goal setting, monitoring and decision making while the key points in management are goal achievement and leadership.
Question 3: Discuss the expectations and cultural issues with today’s recently graduated physicians, and how an HCO can recruit/retain them.
Studies have suggested that recently graduated physicians may have different expectations from the preexisting ones that may influence their decision to leave or remain in a community (White 194). Some of the factors that may influence their decision include the collaborative nature of the practice, the organizational culture of the institution and the political environment.
The HCO can retain them by using incentives, theories of interpersonal relations like the Peplau’s theory and the application of other organizational behavior theories (White 195). These methods can help the employees understand and appreciate the existing organizational culture.
Question 4: Discuss how an HCO monitors and improves quality.
The governance board and the senior management are responsible for monitoring of the quality of health care (White 115). For instance, excellent HCOs that operate under the evidence-based management systems have the ability to retain an accountability hierarchy that aids in monitoring of performance.
Improving of the quality of health care is accomplished by research conducted by the ethics committee. This ethics committee is complimented by an institutional review board, which monitors and approves research protocols for involving patients or associates. It is through this research and continuous assessment that health care is improved (White 169).
Question 5: Discuss various external and internal factors affecting HCOs today and explain how the organization can successfully deal with them.
The internal and external challenges facing HCO’s today are many. One of them is strict legislative requirements. With new legislations, the impact is profound to changes to disclosure, database management, computer and record keeping systems. Technological changes are also an issue with increased demand for electronic health records. In addition, increasing diversity among population served and staff shortages affect HCOs. Lastly, increased operation costs, competition and unethical management practices are the main factors that affect the HCOs internally (White 64).
The HCOs can successfully deal with the new legislations by revising their policies and organizational structures to satisfy the provisions by law. They can also adapt to the technological change by implementing the new technology into their services. In addition, the HCOs can implement effective recruitment and retention practices to ensure that the diverse customer base is properly catered for. The HCOs can also practice professionalism in their financial management to ensure that the operation costs are maintaining acceptable profit margins. Finally, the HCOs’ governance and management can task ethics committees with the function of identifying unethical management practices (White 65).
Question 6: What makes up the well-managed community hospital?
A well-managed community hospital is made up of a variety of characteristics. One characteristic is that it should have a well-defined organizational culture that promotes shared values, empowers associates, supports service excellence and encourages success (White 39).
It should have strong cultural, operational and strategic foundations that enable high performance (White 14). These provide the hospital with a framework for running the organization effectively and, consequently, that the performance be improved considerably. The services that the hospital provides are crucial in ensuring that the community is healthy and productive.
It should also have a well-defined operational leadership system that is accountable and sustains improvement in the operational structure (White 69).
It should have foundations on clinical performance that ensure accurate diagnosis, excellent care, good implementation of protocols, individualization of patient care, good planning and treatment, improved community health and improved clinical performance (White 141).
It should have clinical support services that are responsible for providing excellent health care (White 250).
Finally, it should have a human resource management system that is aimed at workforce planning, work force development, workforce maintenance, workforce empowerment and workforce compensation (White 346).
Question 7: If you were planning an initial discussion about goal setting and capital budgeting for newly appointed first line supervisors, what would be the topics you would include?
I would include topics like feasibility assessment, resource allocation, capital sources, financial management, risk management and decision-making. These topics are critical in the sense that they provide information that is pertinent to goal setting. Feasibility assessment describes the viable options that are available to the individual concerning the organization. Resource allocation deals with the allocation of the available finances and ensuring that the distribution makes the organization more productive. The management of finances and risks is also crucial in ensuring that set goals will be carried out in the order of their necessity. Decision-making would analyze the effectiveness of the resolutions that are made in the organization, and that these are the most appropriate verdicts.
White, Kenneth R, and John R. Griffith. The Well-Managed Healthcare Organization. Chicago, IL: Health Administration Press, 2010. Print.
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