Team A Organizational Performance Management
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There are similarities and differences in many businesses and health care is no different. Health care businesses must comply with many regulatory agencies. There are many federal and state laws that health care business must follow in order to become licensed and accredited. Some similarities between the home health, hospital, pharmacy, and physician’s office for Federal agencies are that The Food and Drug Administration (FDA), The Center for Disease Control (CDC), The Center for Medicare Services (CMS), The National Institute for Health (NIH), and The Health Resources and Services Administration (HRSA), regulate them. All organizational types must adhere to The Health Insurance Portability and Accountability Act (HIPAA). All of the organization types care for patients or offer services to patients. All of the organization types have employees that provide care to patients.
The organization types must have policies and procedures in place for their employees to follow and refer too. Differences between home health, hospital, pharmacy, and physician’s office are the location where the patient’s access their care with each organizational type. The level of care the patient receives will be different according to the organization type. The definition and implementation of best practices for patient outcomes will be different in the varying organizational types. According to William “Ike” Eisenhauer “Best practices are difficult to implement and too contextual in execution” (Eisenhauer, 2013, p. 24). The organizational types have different expectations for the care given to the patients they serve and therefore have different expectations of best practices. There is no standard for providing best practice except for the expectation set by the organization. Organizational performance
Health care organizations are governed by regulatory and accreditation bodies and must comply with rules, regulations, policies, and procedures. Hospitals, physician’s offices, home health agencies, and pharmacies are some of these organizations. Accreditation is defined as, “the formal declaration by a designated authority that an organization, service, or an individual has demonstrated competency, authority, or credibility to meet a predetermined set of standards” (Sollecito & Johnson, 2013, p. 514). Businesses have the choice of complying, receiving heavy fines, or getting shut down in many cases. Regardless of the body performing the assessment, there are still minimum standards that need to be met to ensure the public and employees are safe. Accreditation is difficult to achieve and surveyors conduct regular inspections to ensure the businesses are still in compliance. Performance within the hospital is monitored by those regulatory inspections, committee inspections, and patient satisfaction surveys to name a few.
Performance is improved by adopting employee educational programs, re-energizing councils, or endorsing strategic, quality improvement programs. Physician’s offices, whether specialty or primary care offices are governed by many of the same regulatory bodies. Many physician’s offices have adopted self-reporting incidents or near-miss incidents. With these reports in hand, developing a plan of action is the next step to avoiding or further decreasing these near-misses. The Joint Commission (JC) affords helpful educational programs to enhance day-to-day operations, even for small offices. The JC is just one governing agency, however, in the home health environment where the JC surveyors are employees in the field of home health, as well. Together, the JC and home health agencies work together closely. This provides a safe and functional environment for the patient and includes provisions for care, and National Patient Safety Goals (NPSG).
Pharmaceutical companies work closely with agencies, of course the Food and Drug Administration (FDA) is a major participant in this arena. Assuring the right drug, in the right quantity reaches the patient safely is the concern of the organization, as well as all governing agencies involved. Surprise mock performance evaluations may help assure safe practices were always in use. There is some evidence that when most companies feel pressured to perform by governing bodies, the organizations become adept at developing their own improvement programs. Communicate with leadership
To communicate organizational goals, one has to be a leader. Stodgill (1974) defined leadership “as a process of influencing the activities of an organized group in efforts towards goal setting and goal achievement.” It is with this definition that shows the importance of creating a following. To avoid dysfunctional communication such as ‘lack of collaboration, too much talk, inefficient use of resources and taking sides in organizational politics’, a leader needs to be able to effectively communicate his/her expectations and how to achieve those goals. One way to achieve this is the use of notice boards and the best way is the use of the internet. Information needs to be disseminated among the employees and staff about organizational activities and how to obtain compliance. This information can be done through modules during down times and or done through group settings. Team building is another means to effective communication. Kouzes and Posner (2002) identified five key actions to be a successful leader. These five actions are; •Modeling – exemplary and consistent
•Inspiring a shared vision – motivating people with ideas •Challenging the process – learn from challenges and adversities •Empowering others – provide opportunities to implement ideas •Encouragement – passionate about what they do
Communication could fall into the category of risk management. By not communicating, the risk of staff and employees not adhering to the standards set forth by regulatory and accreditation standards could cause severe complications such as fines, loss of business, and a high turnover rate. “Consequently the organization will lose key talented professionals because of the bad organizational political environment. This reputation will also make it difficult to attract talented staff. Faith will be lost in the organization’s leadership, and even if they bring good ideas, followers will not accept them because of a lack of trust” ( Jones, 2008). Compliance with the regulations
Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi:http://dx.doi.org/10.1108/17515631211246267 Eisenhauer, W. (2013, August 1). A conference to stop worst practices. Industrial Engineer: IE, 45(8), 24-24. Retrieved from http://web.b.ebscohost.com.ezproxy.apollolibrary.com/ehost/detail?sid=21c743ec-c8a2-4b5d-b3c7-8773d5e90bc7%40sessionmgr111&vid=8&hid=108&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=89093664 Jones, M. (2008), “The politics of failure: watch out for the warning signs of bad leadership”, CEO Quarterly – The CEO Magazine Kouzes, J. and Posner, B. (2002), The Leadership Challenged, Jossey-Bass, New York, NY. Sollecito, William A., and Julie K. Johnson. McLaughlin and Kaluzny’s continuous quality improvement in health care. 4th ed. Burlington, MA: Jones & Bartlett Learning, 2013. Stodgill, R.M. (1974), Handbook of Leadership: Survey of Theory and Research, The Free Press, New York, NY.