In 1987, when I began working for The Emory Clinic, the physician group associated with Emory University, the name Emory seemed to be the only thing the clinic had in common with the hospitals also affiliated with Emory University. Each hospital operated as its own entity with little coordination between them other than a shared billing system. The Emory Clinic (TEC) was further removed due to the differences in providing care in an ambulatory setting versus a hospital environment. TEC’s organizational hierarchy at the time was an organization populated by silos based on clinical specialties. Further alienation within those clinical sections could be found between the front office staff and clinical staff. And on the outside trying to manage it all, and ensure financial stability, was TEC administration and the business office. Cowen, Halasyamani, McMurtrie, Hoffman, Polley, and Alexander (2008) cited Neuhauser (1972) as having described a similar organizational structure as “a generic health system schematic consisted of a matrix of vertical clinical and ancillary departments crossed by ad hoc ensembles of workers involved in patients' care” (p. 408). Fast forward to 2013 and Emory Healthcare is the largest integrated healthcare system in the state of Georgia with affiliates throughout the state. The organizational structure is very different and no longer contains lines of demarcation. Process improvements are designed by interdisciplinary teams that represent the key stakeholders in the process, which includes the patient, physician, clinical and administrative support staff. This change in culture is a result of the successful creation of those interdisciplinary teams which included the identification of common goals and va...
IOM Quality of Health Care in America Committee, 1998 established report that addresses issues related to patient care and overall quality related concerns, the major force for this change is intrinsic , coming from the health care providers with...
As the Center for Medicare Service (CMS) look at utilizing the templates outlined for Accountable Care Organizations (ACOs) the health care system is seeing more of the PCMH model is being widely implemented. In order for the PCMH model to enhance the quality of patients, physicians, advanced practice nurses, physician assistants, nurses, pharmacists, nutritionists, social workers, educators, pastoral clergymen, and care coordinators remember quality is the result of the sincere effort that with the skillful execution is not an accident and it represents a cascade of wise choices. “PCMH is a conceptually sound approach to organizing patient care and appears to hold promise, especially for improving the experiences of patients and staff involved in the health care system,” (Jackson et al.,
Hospitals are always looking for ways to cut costs, improve quality and become more efficient. The Joint Commission implemented its Agenda for Change in 1986 to improve the systems, processes, and, ultimately, the outcomes of care. Andel, Davidow, Hollander and Moreno (2012) state there has not been widespread adoption of these principles, in part because the incentives were not substantial enough to overcome the inertia of many hospital cultures and the US payment system. Since 1986, those hospitals that fought through the initial uneasy struggles that coincided with the agenda have seen great growth in not only quality, but performance, patient safety and satisfaction as well. Moreover, proving that there is no progress without struggle.
HCOs are implementing more teams with more diverse cultural backgrounds in order to provide care for a bigger range of people. By creating more diverse teams, more dependence is needed in order to provide accessible, costly, and quality healthcare. A huge concept that all HCO teams address is feedback. By depending on one another for feedback, channels of communication are opened, which lead to ongoing success. Communication is key in providing HCOs with the ability to internally and externally handle everything that will happen dealing with the system.
In order for Sloans Lake Managed Care (SLMC) to go from being an organization whereby Health plans and self-funded employers paid Sloans Lake to have access to the panel of doctors and hospitals with which it had contracts and move to being a fully insured HMO, the organization would have to use an implementation strategy. First, by utilizing employee participation and a good communication plan the organization would create a behavioral model for how the business would respond to the shift in organizational strategy in order to achieve and maintain outstanding performance. SLMC would still be the biggest PPO provider in the state, but their major focus would need to shift to being a fully insured health plan. Next, the organization would have to train the employees in order to make the change from being purely a network provider, to being a fully insured carrier. This would require a new set of core competencies. Because of this, the organization would require employees to learn new skills and behaviors. Training programs reinforced by the actions of top leadership helped freeze the newly learned skills and behaviors, it also allowed for advancement in the organization. After that, SLMC used talent management to infuse the organization with change ready, competent individuals that could help create and attain the desired change. Finally, Sloans implemented a more collaborative organic structure and a performance management system that would further help to reinforce mission, vision, and values in order for the organization to be successful in its change (Spector, 2010).
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
Organizational philosophy commits in establishing a high quality program that will be of distinct benefit to the community, as well as the medical staff. Mission consists of high patient satisfaction, compassion, reduction in medical errors, proper medical decisions, and patient education. For this reason, leadership is seeking the interest and commitment for expansion of a JRU to establish a program that is compatible with goals for quality, cost-effectiveness, and growth within the most efficient period.
These enhancement strategies are typically designed to improve organizational processes and make healthcare more efficient (Ginter et al., 2013). In addition, enhancement strategies may also “direct towards innovative management processes, speeding up the delivery of products of services”(Ginter et al., 2013). One such enhancement strategy is to maintain a health patient-provider relationship through professionalism. Professionalism is defined as “the ability to align personal and organizational conduct with ethical and professional standards that include a responsibility to the patient and community, and a commitment to lifelong learning and improvement” (Garman, Evans, Krause, & Anfossi, 2006). Given that there is a constant change in the working environment, especially due to rising consumerism and competition, it is important for the healthcare leaders to maintain an awareness of current practices (Garman et al., 2006). Also, maintain healthy relations with their fellow colleagues and participate in professional associations such as the American Health Care Association (AMCA) to stay proactive in their organizations (Garman et al., 2006). Additionally, both the delivering and receiving of constructive feedback is another hallmark of professionalism (Garman et al., 2006). This is a great strategy that could help our organization in educating their leaders, which can further bring
Shared Savings: It is vital for both hospitals and physicians to benefit from savings, and thus must collaborate efficiently. IDSs assist with this endeavor. According to Essential Hospital (n.d.), “Participants are rewarded for better outpatient care as defined by performance on quality measures. They are also eligible to share some of the savings from better overall cost control, particularly reduced hospitalization rates”.