2. Evaluate two of the organization’s weaknesses One shortcoming at Texas Health Care Imaging is the disturbing high staff turnover rates. With Texas Health Care Imaging's turnover rate surpassing ten times the national normal, the cost to the business is assessed to be 50% of the aggregate yearly working spending plan. This cost alone will bring about money related disappointment of the business. The second shortcoming is the poor administration of the capital gear and administration. This is a basic shortcoming as income is consequently related the quantity of portable frameworks running day by day. The present hardware is inadequately sorted out and kept up. Every portable van requires an insignificant level of equipment
The region’s labor market is already tightening, as a result of which competition for skilled healthcare professionals is increasing. Kaiser Permanente would have to compete with the existing hospitals in recruiting and retaining qualified management and staff personnel responsible for the day-to-day operations of each of its hospitals and physician practices, including nurses and other non-physician healthcare professionals. The scarcity of nurses and other medical support personnel in the region presents a significant operating issue. This shortage may require Kaiser Permanente to enhance wages and benefits to recruit and retain nurses and other medical support personnel, recruit personnel from foreign countries, and hire more expensive temporary personnel. Competition for skilled healthcare professionals may lead to a further increase in Kaiser Permanente’s wage
Health care organizations vary in their levels of HRM and HIT capabilities. A few exceptional health care organizations have built both of these capabilities and have derived significant complementarities between HRM and HIT that, in turn, have allowed them to be leaders in value-based health care delivery.” (Khatri, Pasupathy, & Hicks, 2017). “Several health care organizations have developed capabilities in either HRM or HIT but not in both, and still others have developed capabilities in neither function. Outsourcing of HRM and HIT by health care organizations is likely to hamper the integration and embedding of these functions in organizational operations.” (Khatri, Pasupathy, & Hicks, 2017). This site opened my eyes to not believing it is not all the medical centers fault. It could also happen through outsourcing which could help the company or hamper
Grady Memorial Hospital, also simply known as Grady, is the public hospital for the city of Atlanta. It was found in 1892 and is one the largest hospitals in the state of Georgia. Grady has become known for its amazing trauma service. As the hospital website notes, they are the region’s premier level I trauma center (Grady, 2016). While Grady excels at taking care of the critically injured, it still has areas that need some work.
Green, J. (2012). Benefits trust takes steps to control radiology costs. Crains Detroit Business, 28(2), 1-3.
(W. Lease, personal communication, July 23, 2010), the “unknown” of the recent health care reform legislation is an external influence that is most relevant to our organization, stated by William Lease, senior vice president of clinical support services. Mr. Lease states, that health care reform legislation will impact our organization in many ways; especially after 2014. While more employees will have health insurance coverage and there will be more patients to treat; the need for controlling costs and improving efficiency is i...
There are a couple of problems affecting the surgical services department. One of them is that the unit /hospital pays a lot of money for surgical supplies and equipment. The second problem is labor and productivity. The two problems are included in the operational and personnel budget. These types of budgets are the highest cost to the department; personnel budget being the highest then the operational budget (Marquis & Huston, 2012).
...and his vision in successfully transforming the medical center to a tertiary care facility. However, in 2008 under Ron Henderson, the medical center expenses began to skyrocket and revenues failed to keep up. Also, a hospital census indicated that, on average, Medicare patients consisted of 58% and Medicaid patients consisted of 18% which caused the medical center to suffer from reductions in reimbursements. Although noted by solid evidence that utilization was experiencing a steep decline, Mr. Henderson added 127 new positions to the medical center. In 2009, Mr. Henderson was fired after the board of trustees realized that this financial bind of an $8.6 million deficit was caused by Mr. Henderson. In order for the new CEO, Richard Reynolds, to succeed at his new job title, he must create a benchmarking process adopting certain goals to remain a worthy competitor.
The person pursues healthcare service with great expectations such as quality health care, latest technological interventions and low cost for their service. Nowadays, one of the challenges facing by the health care providers is providing appropriate care and identifying their needs in a cost effective and comprehensive way without compromising the quality of care. Center for Medicare and Medicaid Services (CMS) reported “an rise in healthcare spending from $2.34 trillion in 2008 to $ 2.47 trillion in 2009, the largest one year increase since 1960” (Pickert, K, 2010). “The action to improve the American health care delivery system as a whole, in all of its quality dimensions such as efficiency, effectiveness, equitability, timeliness, patient-centeredness, and safety for all Americans” (IOM, 2011).
The nursing workforce is particularly challenged when it comes to retaining high quality nurses in the profession. This issue is relevant to new and seasoned nurses alike. There are senior nurses experiencing burnout intending to leave the workforce before retirement age and new nurses leaving the profession prematurely, creating too much nurse turnover. When turnover takes place unexpectedly and prior to retirement, the collective effect is financially and socially detrimental to the nursing profession and healthcare institutions. High nurse turnover can influence a healthcare organization’s ability to provide quality patient care and accomplish the best possible patient outcomes (Hayes et al., 2006). Investigating the sources of high nurse turnover rates and the negative impact on healthcare will bring greater understanding to this nursing workforce issue.
Currently, an imbalance exists, leading to nonproductive tensions (Nolan, Bisognano, 2006).” Clinicians often see themselves defending patients and professional standards against the finance department. They see themselves as the protectors of quality. The finance professionals see themselves protecting the resources of the organization. The finance department usually provides supervisors with weekly or monthly cost reports of expenditures against the budget (McConnell, C, 2010). This is difficult for management because the clinicians see that they need new equipment to help the patients and the finance professionals see unnecessary spending that could be saved for something more important. Management must figure out how to decipher how to keep their clinicians happy and finance professionals happy. Management must figure out how to handle difficulty between staff members and ways to reduce the cost but keep the quality of care up especially with the budget the finance department have gave
In addition to concerns about the adequacy of the supply of nurses the financial impact of high turnover was startling. According to Jones (2005) Using the updated Nursing Turnover Cost Calculation Methodology, the per RN true cost of nurse turnover is calculated to be 1.2–1.3 times the RN annual salary. That estimate is derived from a retrospective, descriptive study of external RN turnover cost data at an acute care hospital with over 600 beds. The findings indicate that the three highest cost categories were vacancy, orientation and training and newly hired RN productivity. (as cited in Kooker & Kamikawa, C. 2011). For example, At the Queen’s Medical Center, the annual salary of an experienced RN is currently $91,520. Therefore, using the
Finally, a more obvious and direct cause of nurse turnover is overall dissatisfaction with the current job. This can be for numerous reasons related to pay, benefits, job growth availability, lack of autonomy, or simply feeling unappreciated. According to one source, “a 2014 survey of more than 3,300 nurses found that they were stressed, overworked, underappreciated, and underutilized” (Fischer, 2016). No matter the reason a nurse chooses to leave their job, the negative outcomes remain the same. The most common of these outcomes are that hospitals lose money, it decreases patient quality of care, and it continues the cycle of more turnover in the nursing profession. “It is predicted that there will be a shortage of nearly 1 million nurses in the United States by 2020” (Hunt, 2009). Hospitals are impacted financially by the high nurse turnover rates. “The financial costs of losing a single nurse has been calculated to equal about twice the nurse’s annual salary” (Hunt, 2009). With these numbers in mind, the hospital spending more money to retain nurses could be a smart and beneficial action for them to
Healthcare is under scrutiny to find cost reductions or cost containment. Available healthcare dollars are diminishing with an increased aging population and costs continually on the rise there is a need for healthcare institutions to become more accountable in how the dollars are spent. Canadian healthcare is 11.2% of gross domestic product in 2013 (Information, 2013)Pressure exists to maintain current service levels with decreasing budget dollars year after year. Healthcare institutions (administration and sometimes physicians) spend a substantial amount of time and energy yearly cutting dollars from existing budgets in order to provide a balanced budget. Savings come in the form of salaries (jobs), supply savings, and amount of services available to those in need. The need exists in the surgical environment to provide more thoughtful and meaningful savings by engaging physicians and nursing staff to assist in cost containment. The heart of the matter is the need to determine how to knowledge share cost information and engage clinical individuals in cost reduction or cost containment.
Quality health care is precipitously deteriorating amongst the nation’s health care industry. The health industry trends of high turn over rates amongst staff and important key employees are creating a rift in profit margins, decreasing patient quality care, triggering higher expenses and loss of patients (Hunt, 2009). In the “Best Practices in Health Leadership Talent Management and Succession Planning” case studies, presented by the National Center for
I am a patient and caring person who enjoy helping people. My ambition to become a Diagnostic Imaging technologist developed when I was working at Queen Elizabeth University Hospital in Glasgow. During this time, I worked as a temporary support worker who helped patients to attend their scheduled medical examinations at the Imaging Department.