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Introduction

A team is described in business management as a community of people who work together to achieve a shared purpose or objective by relying on and cooperating. A team may be built to fulfill long-term and short-term targets. Everyone recognizes that collaborating as a team helps everyone, whether it's the members of the business. This paper will discuss leading groups and teams in a health care organization.

Description of The Team

The team comprises five collectors, six billing coordinators, six insurance verifiers, four customer services, two team leads, one billing manager, and one collection supervisor. A total of twenty-five people is included in the team.

Collectors

A medical collector oversees all loans about hospitals, such as past-due bills. Under certain situations, they must devise a compensation scheme to compensate debtors who cannot cover their bills due to various financial factors. Medical debt collectors are debt collectors who specialize in the recovery of bills owing to medical care provided

Billing Coordinators

A Billing Coordinator is a client-facing role that oversees all invoicing for a company's accounts payable. They must ensure that they bill consumers accordingly and that payments are tracked and collected reliably and accurately (Manchester, et al., 2014). A Billing Coordinator is critical to a company's sales security.

Insurance Verifiers

Medical care professionals must recognize the value of insurance verification programs in the healthcare sector. In a hospital's claims rejection management scheme, it plays a critical part. Effective eligibility testing is needed for successful billing (Manser, 2010).

Customer Services

Health Care Customer Service Representatives have information on the scope of a person's health insurance policy. Customer support agents in the health care sector usually work in contact centers owned or associated with health insurance firms (Dacosta, 2020).

Team Leads

According to the Department for Healthcare Research and Efficiency, while leadership has historically been synonymous with the highest levels of an organization, front-line staff and direct managers perform essential leadership positions to serve as transformation drivers and support patient-centered treatment. The position of the leader in the building of the team is critical. In team building, the leader must consider all team member's talents and strengths and encourage them to work to their maximum ability (Dacosta, 2020).

Billing Manager

The medical billing manager is in charge of delivering oversight to a 15-person medical billing/intake group to maintain optimum cash flow and better relationships with doctors, patients, and other clients (Manchester, et al., 2014).

Collection Supervisor

The Healthcare Collections Supervisor's main duty is to optimize cash flow for receivables on behalf of the customers. The Healthcare Collections Supervisor will oversee and coordinate the staff, ensuring that the high level of excellent patient support that the clients have come to demand from CMC is maintained. The Healthcare Collections Supervisor would be in charge of supervising and training employees and aiding senior management in achieving their objectives (Ezziane, et al., 2012).

Setting

Ventre Medical is an independent clinical facility that provides mental health consultation, diagnosis, and therapy to children and adults. Ventre Medical's board-certified physicians are thought experts in their fields, treating everything from stress and anxiety to bipolar illness, ADHD, and autism (VENTRE MEDICAL PREMIER MENTAL HEALTH).

Size

The team consists of 25 people, among which there are five collectors, six billing coordinators, six insurance verifiers, four customer services, two team leads, one billing manager, and one collection supervisor.

Purpose

Teams are primarily developed to ensure that projects are completed promptly and that issues are quickly resolved. Kershaw (2013) claims that communities are formed to increase innovation and learn from one another inside a department. When health care specialists are placed in separate units and given various responsibilities, it fosters innovation and development. Each participant will contribute to the completion of the job at hand. Furthermore, when participants are supposed to work together, as teams are created, they have confidence. When individuals are motivated by the same aim, they are more likely to succeed (Dacosta, 2020).

Lewin's Change Model

Unfreezing Stage

Lewin's Analysis' first phase involves specifying the changing focus; precisely, introducing a bar-code scanning method for delivering drugs at a major psychiatric hospital. Critical components of this phase are communication with all partners, including front-line nurses, administrators, and management. Using front-line workers in organizing groups and crucial decision-making activities fosters a sense of empowerment that tends to transcend their aversion to change and inspires them to appreciate the project's relevance and how it can benefit customer treatment (Manser, 2010). There could be several limiting factors in this facility; personnel reluctance to utilizing computerized equipment, solution possibilities, lack of organizational confidence, lack of computer expertise, and aversion to using a modern method. Driving factors will be the forces that would help drive the project to completion, like sufficient financial investment, upper-level managerial support, user-friendly capacity, and improved time management (Manchester, et al., 2014).

Moving stage: The moving stage reflects the actual transition phase, including project preparation and execution phases. Implementing bar-coding around the facility would entail sustained efforts from numerous departments, including pharmacy, information technology (IT), nursing, program management, clinical information (CIS), administrators, and clinical nurse educators. A project of this nature would impact all these agencies differently, so it is essential to schedule a successful roll-out with all stakeholders' cooperation and participation. It's also critical to have a project leader track a project of this nature across all phases. Challenges can involve discovering the usage of workarounds that can be overcome by further education (Manser, 2010).

Refreezing Stage: The method of freezing or refreezing the modified procedure happens in this final stage of Lewin's principle, contributing to a period of equilibrium and assessment. Ongoing front-line nurse service and infrastructure support for all partners can remain before the transition is complete, and all consumers are happy with the technology. Until finished and completely functioning, for potential reference, an assessment and review of issues faced, milestones realized, and difficulties encountered during the project could be undertaken (Manchester, et al., 2014).

Description and Context of The Team for The Study

Healthcare may be costly in the U.S. Healthcare prices are under immense strain. Businesses and government pursue strategies to lower healthcare costs. Reimbursement models change. They move from a fee-for-service model to a performance-based model. This ensures providers can no longer rely on sales merely for delivering individual services. Healthcare administrators have the demanding challenge of overseeing high-stakes departments and services. They must adjust to rising costs, work shortages, and growing instability. Many healthcare leaders, though, lack standardized or sufficient leadership experience (Ezziane, et al., 2012).

Conclusion

To conclude, groups and teams' role is essential for the health care sector because healthcare organizations work more effectively and efficiently. This paper highlights the team members' different functions, and this paper applies Lewin's change model to Ventre Medical.

References

Dacosta, J. (2020). Insights for implementing change in healthcare. British Journal of Health Care Management, 20-26. Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E. A., Athanasiou, T., & Warren, O. J. (2012). Building effective clinical teams in healthcare. Journal of Health Organisation and Management, 428-436. Manchester, J., Miceli, D. G., Metcalf, J., Paolini, C. A., Napier, A. H., Coogle, C., & Owens, M. (2014). Facilitating Lewin's Change Model with Collaborative Evaluation in Promoting Evidence-Based Practices of Health Professionals. Evaluation and Program Planning, 82-90. Manser, T. (2010). Teamwork and patient safety in dynamic domains of healthcare: A review of the literature. Acta Anaesthesiologica Scandinavica, 143-151. VENTRE MEDICAL PREMIER MENTAL HEALTH. (n.d.). Retrieved from https://www.ventremedical.com/