Week 4 Discussion/ How The General Public’s Perception Of Healthcare Quality Is Influenced By The Mass Media.
MHC6303 Week 4 Lecture Notes
Hospital and Community Mission and Vision Alignment
Julie remembers the time when she first accepted the position at Summit Medical Center (SMC) as the director of surgical services. SMC was the larger of the two hospital-based healthcare organizations in a city of fifty thousand people, the other being St. Mary’s. SMC was located in the rural area of a mountain state.
However, Julie noticed that the local community was divided into “Summit people” and “St. Mary’s people” according to their preferences. St. Mary’s had an older, smaller building, which appeared out of date to Julie. Despite that, it maintained a sizable market share; some people in the community said they didn’t like the way the people at Summit “did business.”
Julie felt particularly discouraged one day on reading an article in a healthcare journal regarding a mission-driven organization. She found herself imagining a facility that put the needs of patients and the community above departmental squabbles. Julie thought for a moment about SMC’s mission statement but didn’t recall reading or hearing about it ever since she had joined.
The article also discussed the values of an organization and how goals and plans were developed and reviewed regularly at all organizational levels. The mission-driven organization described in the article made deliberate attempts to acquire and respond to feedback from all employees, patients, and the community as a whole. The result was a facility where everyone participated in serving the mission, which was patient centered, and didn’t spend time worrying about whether he or she worked harder than someone else. The article stressed that the move to a mission-driven organization had to start at the top
Understanding the alignment necessary for the community as a whole is important to appropriate access for quality outcomes. Nest you will review leaderships role in aligning the hospital and community. Review the following form more information on these topics.
Straw, J., & ebrary, I. (2013). The work of leaders: How vision, alignment, and execution will change the way you lead (1st;1. Aufl.;First;1; ed.). San Francisco: Jossey-Bass.
Dye, C. F. (2014). Achieving true alignment with physicians: Engaging physicians as equal partners is critical in gaining their alignment with the organization’s mission and vision. Healthcare Financial Management, 68(12), 56. Retrieved from: http://web.a.ebscohost.com.southuniversity.libproxy.edmc.edu/chc/detail?sid=c1f5e1b9-78d6-4c73-b4a0-8db2fe4582fe%40sessionmgr4007&vid=0&hid=4209&bdata=JnNpdGU9Y2hjLWxpdmU%3d#AN=101450459&db=cmh
Hospital Staff and Hospital Leadership
After a few weeks, Julie began to notice other things that bothered her about the culture at SMC. While employees were concerned about patient care, many seemed to be preoccupied with their own positions and departments.
Transferring patients from one department to another was often a hassle. When patients left the recovery room, they would return or be admitted to patient rooms. These were under the direction of another nurse manager. Julie’s staff often complained that patient rooms weren’t ready for patients leaving recovery rooms; the floor staff said they were too busy.
Often, patients had to wait in the recovery or emergency room (ER) for a bed. Julie also noticed that floor nurses were taking what appeared to be extended lunches or breaks, often at the busiest times of the day. While the surgery and ER staff members were inconvenienced, the ones who really suffered were the patients.
There were many other examples of managers and other staff members focusing on themselves rather than on the patients. Nurse managers were very possessive about “their” equipment and units. Julie heard frequent complaints of nurses from one floor being denied permission to borrow intravenous (IV) pumps from another area, even when they were available.
Managers were reluctant to let their staff move to other areas even when they were not busy. Arguments were frequent between departments when inpatients needed to be transferred to the lab, radiology, or therapy. No one would assist another department. Cooperation by patient care employees with support areas such as infection control, quality improvement, safety, and utilization review was almost nonexistent.
Externally, the focus seemed more on running down the competition than on promoting SMC. Julie felt was counterproductive because it kept SMC from concentrating on its own need for continuous quality improvement.
In this review leadership skills were defined as needed to improve performance. Training staff on what quality is also was reviewed. Next you will explore how cost, access and quality impact outcomes of care. Review the following form more information on these topics.
Nwabueze, U. (2011). Implementing TQM in healthcare: The critical leadership traits. Total Quality Management & Business Excellence, 22(3), 331-343. doi:10.1080/14783363.2010.532338
McAlearney, A. S., ScD., & Butler, P. W. (2008). Using leadership development programs to improve quality and efficiency in healthcare. Journal of Healthcare Management, 53(5), 319-31; discussion 331-2. Retrieved from https://search-proquest-com.southuniversity.libproxy.edmc.edu/docview/206735853?accountid=87314
Cost; Quality; and Access
Every American wants ready access to high-quality healthcare at an affordable price. In the 1950s and the 1960s, the objective of the federal government policy was to increase access to healthcare services. The Hill-Burton legislation of the 1950s provided funding to build hospitals and nursing homes in underserved areas. The landmark Medicare and Medicaid legislation of the 1960s provided access to care for the elderly and the poor.
Rapidly rising costs in the 1970s changed the government’s focus from increasing access to restraining costs. The implementation of the prospective payment system (PPS) for Medicare hospital inpatient services in the early 1980s transferred utilization risk from the government to the provider. Other third-party payers followed suit, and today the reimbursement methods of PPS, managed care, and capitation require that healthcare providers focus on providing efficient services to remain financially viable.
However, the emphasis on increased access and on cost containment has not created a healthcare delivery system that provides satisfactory service to all. During the past decade, healthcare stakeholders have focused on quality and performance to improve healthcare in the country. This trend is the basis for this course, and its development should now be familiar to you.
As the healthcare industry looks ahead to the impact of quality management, the hope is that it will have a more comprehensive influence on healthcare than the earlier narrow attempts at increasing access or containing costs.
As a present or future provider of healthcare services, you can become a change agent and help bring about a new paradigm in healthcare delivery. The knowledge and tools gained in this course will help you in that endeavor. Your assignments this week are tailored to prepare you for the challenges that lie ahead.
Understanding the various ways quality can be impacted is important to its outcome. Review the following for more information on this topic.
Landman, J. H. (2016). The appropriateness factor. Healthcare Financial Management, 70(7), 58-59. Retrieved from https://search-proquest-com.southuniversity.libproxy.edmc.edu/docview/1805184807?accountid=87314
Strome, T. L., & Books24x7, I. (2013). Healthcare analytics for quality and performance improvement (1st ed.). Hoboken, New Jersey: John Wiley and Sons, Inc.