Healthcare Environment Whirlwind: A Case Study

It is clearly understood that at each level of empowerment there is information sharing. It can take place among patients, between the patients and health care providers or patients communicating with some external agency/ advocate (Carrin, 2009). However, traditionally information sharing was based on grassroots and community programs, but the national public health campaign has changed this through direct to consumer advertising, email and internet. Though this mass media approach is cost effective, it lacks intimacy, partnership and follow up support. This easy access to information has greatly played a role in improving the doctor-patient relationship (Anderson et al.,

Corporate Culture is then defined as the deeper consideration of major values, concepts and beliefs, that will be shared by all personnel of an organization. Culture has a powerful impact on AUBMC quality, as well as all AUBMC's operational and business performance. As of high competition in the healthcare industry, where AUBMC will have to compete with both public hospitals as well as private hospitals. Also the financial audits and situation has forced Sayegh to demonstrate performance-oriented management, that is why he started with reconstruction of management. Thus Sayegh as a leader for health care provider is working hard in order to improve quality and efficiency by implementing performance management systems and quality improvement approach, to reach that Sayegh started by reconstructing the management through creating a culture of accountability which is a successful approach towards achieving as the accountability can be considered as an important factor for measuring and improving performance.

Typically, evidence based practice critiques the research findings, quality improvement data and expert opinion to single out the most appropriate approaches of improvement. On the other hand, clinical research uses the existing methods and processes in the search for improvement i.e. it is based on the opinions and tradition and nothing can be done more. Indeed, the core business of the healthcare planners is to always make improvements on quality and efficiency of healthcare services. Thus, engaging in meetings where opinions, researches and other relevant knowledge is shared allows comprehensive learning, effective research and crafting or invention of better approaches to ensure patients and nurses enjoy the services and the health care environment as implied by Munhall (2012) and Torrey et al.

This option is part of a greater Queen’s strategy of population management and patient engagement. The promotion of remote patient management to be executed at MSDJH through the software MyChart app that MSHS already has implemented in certain practices. Pros: The option empowers patients and greatly addresses the perception of quality care by increasing the engagement of the patient in their health management. This could potentially attract younger and healthier technological savvy population into the office that seek and appreciate this type of service. Cons: The costs involved in patient subscriptions to the software.

Clinically, physician-scientists have quick/efficient thinking skills that will allow them to partake in new treatments and/or on-the-spot ideas that could help the patient more than regular current day procedures. When analyzing/reviewing research, the physician-scientist will have experience with clinical symptoms and the emotional response of patients which allows for the potential movement of new discoveries to the bed-side. Overall, physician-scientists take their skills from "bench side to bed side" allowing for a smooth transition of new innovations to the clinic but also, play important roles in communicating new medical research to the general public. Therefore, they act as important "middlemen" that are knowledgeable about the healthcare needs/problems of society and how scientific research can solve them. This allows for the physician scientist to, directly and indirectly, serve a vast number of people, more than the reach of a single physician ever

By using balanced scorecard in healtcare management,which is the Office of Strategy Management,it can help the healtcare industry such as hospitals,pharmaceutical company and many more in focusing on strategy execution and alignment.From this,it can help against cost overruns and ineffificient implementation,as example the cost or fees at hospitals.Bob M.D,(2012). In hospital’s management,Balanced scorecard will get the focus towards the patient and meet the expectations.The patient(customer) are the perspectives that build the strategy map.This also will meet the patient at the hospital with the satisfaction of measurement of progress towards the target.So,when there are issues and problem happen in management,some approach of balanced scorecard can be used and solved,but balanced scorecard (BSC) is not the solvers that will fix everything.By having the innovative and skilled management teams such as the workers itself at healthcare service such as nurses,pharmacist and also human resource department,it can play the good role in helping healthcare organisation in having success in their mission and perform outstanding healthcare services to their patients which is their customers and also to the communities as

Also, the new website showed cultural sensitivity by providing health information in Spanish as well as English. Regarding competition, Rush hired a designated staff member to cultivate relationships with physicians and community hospitals. Also, a new referral and consultation guide was introduced. In terms of regulation, Rush University Medical Center promoted transparency by furnishing the public a list of offered programs and services, results of clinical research data, outlined superb nursing care quality, and explained a collaborative approach to patient care (Long, n. d.). As a result of the marketing campaign, Rush University Medical Center realized an increase in admissions by 2.3%, outpatient growth by 10%, $20 million profit margin improvement over the previous year, elevated consumer satisfaction, and an above average payer mix (Long, n. d.).

Shadowing a colorectal surgeon alongside his interdisciplinary team highlighted the necessity of teamwork and effective communication inbwteen doctors as well as patients. The advantage of collaboration between medics with different roles and responsibilities was further emphasized in an MDT meeting I attended. From Surgeons

Physician/hospital collaborations, when structured properly, can yield a host of benefits, including improvements in several key areas: economics, quality of care, operating performance, resource consumption and physician retention and leadership. The hospitals will have to evaluate physician competency level, even when under contract. The reason being is because hospitals are held accountable regardless, but if they had a more reliable staff it could reduce lawsuits. Physicians rely on hospitals for the use of their facilities and also to gain income. To have financial security is a motivation alone for physicians that work in the

with issues associated with running a business, and it greatly lacks the required management competencies needed to effectively lead and restructure the current healthcare model. Because healthcare leadership must now model itself like a business, it forces you to identify leadership competency gaps and confront the leadership shift from healthcare-specific leaders to business leaders. IDENTIFYING HEALTHCARE LEADERSHIP COMPETENCIES Per the Center for Creating Leadership, clinical teams are proficient in adaptability, meeting objectives, and resourcefulness. They are straight-shooters, quick learners, and skilled at managing a diverse team. However, healthcare management teams and leaders fall short among several critical areas.