Accountability is key in the healthcare environment in that members of a healthcare organization must be responsible for their actions and held accountable by the organization or the consumer. Many significant changes have occurred in healthcare and one of the most noted was the beginning of professional integration between businesses, hospitals and physicians. Solid partnerships have emerged and over time individuals within these successful healthcare organizations have developed mutual understanding and respect for the others profession (Fraschetti & Sugarman, 2009). Leaders and managers in healthcare have used this knowledge to build high-performance teams through various competencies particularly with the skills found in interpersonal competency. Through positive communication, training, mentorship, collaboration and staff empowerment transitional managers and leaders exhibit interpersonal competency skills, which are very effective in the healthcare environment (Guo & Anderson, 2005). Through management’s team building efforts we see high-performance healthcare teams emerge with trust, shared goals and a strong organizational culture that understand the mission and the goals they need to accomplish. Individuals, teams, managers and leaders in a successful organization know and understand their responsibilities and the standard that is expected. Scott (2001) outlines a three-part accountability process that defines what is expected, assists individuals in understanding expectations, and establishes standards and guarantees that are consistent and allow for accountability.
Measures and Implementation in the Accountability Process
In the United States Navy we are taught the Navy definition of accountability and then ...
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...rive. Pivot Health website. Retrieved February 21, 2011, from http://www.pivothealth.com/userfiles/pdf/090701%20Bob%20Fraschetti%20Michael%20Sugarman%20Successful%20Hosiptal-Physician%20Integration%20Trustee.pdf.
Guo, K. L. & Anderson, D. (2005). The new health care paradigm: Roles and competencies of leaders in the service line management approach. International Journal of Health Care Quality Assurance, 18(6/7), XII,XIII,XIV,XV,XVI,XVII,XVIII,XIX,XX. Retrieved January 11, 2011, from ABI/INFORM Global. (Document ID: 948775781).
Miller, N. (2000). Seeking accountability. Nursing Economics, 18(2), 92. Retrieved March 6, 2011, from ABI/INFORM Global. (Document ID: 52765815).
Scott, G. (2001). Accountability for service excellence. Journal of Healthcare Management, 46(3), 152-5. Retrieved March 6, 2011, from ABI/INFORM Global. (Document ID: 73034086).
Government has developed ‘Star Ratings’ system which monitors improvements in accountability measures. The experience of the ‘Star Ratings’ system in respect of service efficiency indicates that it is prudent to act pro-actively rather than re-actively. It is vital to consider that the Government is expecting demonstrable improvements in health services rather than rhetoric alone (Radnor and Lovell, 2003).
The current focus on new healthcare models is a reaction to long-standing concerns around quality, cost, and efficiency. Accountable Care Organizations model focus on integrated healthcare to promote accountability and improve outcomes for the health of a defined population. The goal of integrated healthcare is to ensure that patients, especially the chronically ill, get the right care at the right time, while avoiding unnecessary duplication of services and preventing medical errors (CMS, 2014). The following paper will analyze an ACO’s ability to change healthcare in the United States.
A firm and measurable commitment to excellence drives Principle 1, and Studer begins by defining excellence as a time when employees feel valued, physicians feel their patients are getting the best care, and patients feel the service and quality they receive are exceptional. Studer claims that a commitment to excellence positively impacts the b...
Caulfield, H. (2005). Vital Notes for Nurses: Accountability. Retrieved on January 21, 2011 from http://books.google.com/books?id=ZjhRLQrRM1cC&pg=PA4&dq=professional+accountability+in+nurses&hl=en&ei=_RM5TcyLCouusAOWydD8Ag&sa=X&oi=book_result&ct=result&resnum=1&ved=0CDoQ6AEwAA#v=onepage&q=professional%20accountability%20in%20nurses&f=false
The Nhs leadership framework (2011), was launched to the recognition of the ability of clinical leaders must influence the delivery of care. In addition, clinical leaders do not only know how to deliver care but design it hence the need of the framework to educate empower and increase their full potential(Matlock,2011). This agrees with the Darzi report (2008) that emphasised that it is through the unlocking of talent that quality of care can be achieved. Cummings et al (2008) also noted that leadership could be improved through education. The framework is not only limited to clinical leaders but is extended to all disciplines working within the healthcare setting. This is to ensure those that have potential to lead could be supported through the required training and education (Nhs Leadership Frame work ,2013). Five areas of competence have been used to address the qualities of leadership. These consist of the ability to demonstrate personal qualities, managing services, working well with others and improving of services. To ensure the qualities above are incorporated the effectiveness of the leader is seen by building trust and confidence among followers and other disciplines which enables the team to provide quality of care and maintain patient safety
... is an abstract model that proposes an exploratory plan for health services and evaluating quality of health care. In accordance with the model, information about quality of care can be obtained from three categories: structure, process, and outcomes. In addition, not long ago The Joint Commission include outcomes in its accreditation valuations (Sultz, & Young, 2011, p. 378).
In a Healthcare environment, a leader by title is someone such as an administrator, director of nursing, supervisor, or a head nurse (manager). These “titled executives” have the task of creating overall healthcare plans, which are designed to instruct subordinates on their daily routines; and creating patient plan of care, which are designed to instruct subordinates on how individual patients will be cared for. Nonetheless, an effective leader, or “true leader”, is someone who positively motivates and encourages followers by clear, understandable instruction; and leads by example. (Atchison, 2004)
Burkhardt, M. A., & Nathaniel, A. K. (2014). Ethics & issues in contemporary nursing (4th ed.). Stephan Helbra.
According to McConell (2012), the difference in a leader and a follower determines the success of a person regarding leadership. This chapter helps explain the content of qualities and proficiency for healthcare managers to be effective. Once again, effective management skills or certain qualifications enhance a healthcare organization environment. Healthcare managers and supervisors must have the capacity to handle challenges while the organization objectives and regulations may change over a period of time. Effective healthcare management governs the success of a healthcare organization. There are many different skill sets and leadership styles to be effective as a manager. People are interested in knowing what strategies are effective in healthcare management.
Health care must be fully accountable for quality and the patient experience is simply the patient's perception of quality. Society should question and debate on how healthcare organizations should show improvement for consumers. This can help organizations create reliable health coverage cost and evaluate medical performances for families and individuals in the future. Physicians and organizations are now evaluating patients with collection of electronic data to improve a patient’s...
The complexity of the health care system provides a unique dilemma for leaders. Health care systems are multi-dimensional; composed of numerous specialties, professional areas, and multidisciplinary interests who often have conflicting goals. Great leadership needs to capitalize on the diversity within health care organizations, efficiently utilize resources when designing management processes, and encourage personnel in diverse health areas to work towards common goals (AL-Sawai, 2013). A number of leadership approaches can be adapted to the healthcare setting to optimize management in this unique and complex environment.
There is a great importance and focus in modelling a contemporary nurse. The framework for improving this focus is accountability with three main areas: professional, ethical, legal. They all cross over and interlink with each other in many of the topics that are raised within the profession. The approach of the framework were inevitable to reduces to blame and defensive nursing attitude. This attitude can lead to nurses believing accountability is the same as blaming a professional however it is conversely nurses making decisions for individuals and engaging to improve better health outcomes. The topic around this contemporary approach is confidentiality and broken into the principles of the approach.
5). Being accountable for one’s own actions is held at a high professional standard because it is important when the lives of others are on the line. This leads to nurses having more autonomy within the nursing scope of practice. “Autonomy is being self-directed and independent in accomplishing goals and advocating for other. Professional nurses make choices and accept responsibility for the outcomes of their actions” (Potter, Perry, Hall, & Stockert, 2017, p. 324). Professional actions not only apply in the work place. Nurses are held to a higher standard outside of the workplace by their actions, attitudes, dress, and behavior. It’s the image that a nurse decides to create for him or herself and take responsibility for, that portrays
Accountability in Nursing Practice: Why It is Important for Patient Safety. AORN Journal, 100 (5), 537-541. Retrieved from Ebsohost Database.
William, R. (2009, August). Improving quality and value in the u.s. health care system. Retrieved from http://www.brookings.edu/research/reports/2009/08/21-bpc-qualityreport