Building a Foundation of Excellence/ MHA5020 WEEK 1 DISCUSSION
MHA5020 Healthcare Organizations and Administrations WEEK 1 LECTURE
Building a Foundation of Excellence
In a high velocity, high volatile environment such as health care and healthcare organizations must realize the dynamism of the environment within the organization. Healthcare organizations must evaluate the strategic cultural foundation including whether the state of health care is sustainable with the recognized shifts of organizational environments, its characteristics, and system based methodologies for healthcare operations. Healthcare organizations must begin the process of strategic formulation from a tiered system. The strategic formulation process that fits emergent strategies within the environment enhances organizational performance. The strategic foundation of performance focuses on key areas of operations including financial operations, human capital, governance, growth, and quality and service within clinical management. The strategic formulation of excellence in operations assists in addressing critical areas of improvement in the core functions and activities of the organizations. In addition, the utilization of multiple dimensions of performance measurements including productivity, market trends, quality, patient satisfaction and workforce satisfaction; and the accountability for performance among major cross functional committees aligns evidence based infrastructures.
The Institute of Medicine reports on these recommendations to improve quality by providing a rationale and a framework for the redesign of the U.S. healthcare system at four levels; patient experience, micro system, organizational support of the micro system, and the environmental laws, rules, payments, accreditation and professional training, which in turn shapes organizational actions. Furthermore, the Institute of Medicine reports that in order to improve health care quality, healthcare should be safe, effective, patient centered, timely, efficient and equitable. The redesigning of healthcare delivery systems should emphasize on an infrastructure in which patients should not be injured by the system, treatment should be based on scientific knowledge, and treatment should be patient centered and without delay. This type of model efforts the prevention of errors and analyze those errors which do occur so that corrective actions of continuous improvement can occur.
Additional Materials
From your course textbook, The Well-Managed Healthcare Organization, read the following chapters:
· Foundations of High-Performing Healthcare Organizations
· Operational Leadership
· Human Resources
From the South University Online Library, read the following articles:
· A User’s Manual for the IOM’s ‘Quality Chasm’ Report
· Building a Culture of Service Excellence
Setting the Stage for a Purpose
Hospital goals provide hospital administration a target to strive and attain. The goals of healthcare organizations may include delivering high quality patient care, creating excellent workplace for the employees, supporting physicians, providing community values, and ensuring fiscal responsibility. Health care organizations become successful when they create value for their patients, physicians, and other stakeholders that rely on their service. Heath care organizations have numerous opportunities to create value for patients. The organizational goals are effective means of illustration on how and where value can be created. Along with the vision and mission statements, goals of a healthcare organization help develop objectives which are quantitative in nature as well as based on attainable goals.
The gathering of information is used to develop a vision, mission, and values to set strategy of the organization that fosters strategic thinking throughout the organization. The vision, mission, values, and strategic goals are appropriately called directional strategies because they guide healthcare executives at the time of making key organizational decisions. This is critical in the overall purpose of strategy deployment. Strategic thinking provides the organization a focused direction as well as aligning the strategy throughout the organization. Establishing a solid foundation vision, mission, and value requires reflection of key questions.
Vision: Where are we going? Mission: Why do we exist? Or What do we do? Values: How will we behave while performing the Mission in achieving the Vision? The vision statement sets the cultural direction in the organization. The vision must be relevant to the present and to the future of the organization. The mission reflects the purpose of the organization, and the mission statement notes the action of the organization. It may be to create healthy communities or deliver high quality health care. Values are the guiding principles of organizational action, and they may relate to terms based on rules of conduct such as compassion, trustworthiness, or respect.
Additional Material
From your course textbook, The Well-Managed Healthcare Organization, read the following chapter:
· Foundations of High-Performing Healthcare Organizations
Human Capital
Strategic human resource management is vital to the success of an organization. Aligning strategic human resource management with corporate goals as an executive is essential for well managed organization. In this area, it is key to understand the mission, vision, and goals of the organization. In order to realize positive outcomes in the management of human capital healthcare, organizations must understand the significance of human resources in the healthcare industry. The nature of human capital in the healthcare industry focuses on the delivery of healthcare through workers in a variety of job categories and educational backgrounds. Human resource management in healthcare organizations implements strategies, tactics, plans, and programs that are utilized to accomplish the goals of the organization through its employees. One challenge that human resource professional face is to add value to what they do by supporting the strategic initiatives of the organization. Implementing a valid measurement system such as performance metrics, employee engagement, and benchmarking, organizations are able to achieve consistency in the strategic human resource operations. This is evident through the development of policies and procedures of an organization that set expectations for behavior and performance activities, as well as operational activities. Whether it is the hiring process, a 90-day evaluation or an annual performance review, without the policies and procedure manual an organization would lack structural operational management. Human resource management address the organizations commitment to provide high quality healthcare to the community by reflecting the value, uniqueness, and intrinsic work of each employee. Furthermore, the HR department of healthcare organization believes that each colleague is a valuable member of a health care team, playing an important role in helping the organization purse the vision and achieving organizational business goals. Successful human resource planning requires the application of a carefully crafted implementation of a well-reasoned, dynamic, and responsive plan which is vital to the survival of a health care organization.
Additional Material
From your course textbook, The Well-Managed Healthcare Organization, read the following chapter:
· Human Resources