1: Discussion 200-250 words, APA format. Question under, no cover page needed
Kovner discusses how HCO boards and managers are increasingly accountable for their organizations’ performance. Boards and managers, however, sometimes perceive these as limits on their autonomy, while the requirements were developed in an effort to ensure access, quality of care, and cost control. What are some of the ways to measure performance of HCOs? What skills and experience are required to own and manage HCOs?
2. Response #1: 100-150 words, no specific format, cover page, or refrences required.
As stated in our book, measuring the performance of HCOs can be difficult. HCOs success depends of the efficacy of their board and managers. However, if managers would encourage communication between hospitals and physicians for the coordination of patients’ care, the performance of HCOs would greatly improve. This would lead to better quality of care at lower cost since physicians and hospital would focus on getting the best plan of care for their patients by working together. To own and manage HCOs, I believe the individual should be knowledgeable and educated in order to have the necessary confidence and skills to manage other people. I think the best way to describe the necessary qualifications for people to manage HCOs would be a mix of primarily “people skills” from the Boyatzis (1995) model such as attention to details, group management, developing others, self-control, and part of Coleman’s (1998) ” emotional Intelligence” components such as empathy and social skills. I believe managers should also keep the line of communication open with trustees to better implement policies and I also think managers should take in consideration the evidence-based management( EBMmgt) approach since it has been proven effective in improving organizational performance. With this set of attributes, I think an individual could efficiently own and manage an HCO.
3. Response #2: 100-150 words, same as #1
Performance of a healthcare organization can be measured by the use of computable measures that deliver critical information on how the organization is influencing both the patient as well as the staff of the organization. Pigeonholing the aspects of the activities within the organization helps understand the patient experience, as well as, measuring the performance of the staff and their accountability. Patients are a HCO’s most important adversary in gathering the data that a HCO needs to be successful. A group can define how they are functioning by recording and evaluating the goals that have been set by the management staff. I have experienced this first hand as a PCA. For facilities or providers that rely on feedback from the patient, goals are set to accomplish a percentage of patient satisfaction, and we cannot achieve this goal unless we listen to our patients. We have to reevaluate reasons why and determine how to solve it. This will help us prepare and set the goals necessary to improve the overall patient encounter. It is important that that managers as well as all staff members understand their role as caregivers. This is a person’s mother, daughter, son, grandmother, and father. This makes it critical for all of the staff to treat patients, as they would be want to be treated. The staff including the management need to set priorities and goals, and never forget that the quality of care for the patient is number one!
Kovner, A.R. & Knickman, J.R., (2011). Health Care Delivery in the United States. 10th Edition.
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