- BHA FPX 4110 Assessment 3 Leadership in the Dynamic Healthcare Industry.
Leadership in the Dynamic Health Care Industry
It must be noted that currently, patient satisfaction forms a core of payment strategy in the present healthcare landscape. When planning their organizational strategies, if organizations and leadership overlook patients’ experience and satisfaction, the organizations will lose money in terms of reimbursements and patient volume or traffic.
This is because, although leadership does not technically interface with the patient daily, there is much leadership can do to build, support, and enhance the patient experience which can include: getting patients and leaders to talk to each other and better grasp their experience; developing a clear and specific definition of patient satisfaction; engaging patients and families to advocate the improvement of the quality; making sure that workers are trained in the principles of customer service. Qualitative management is critical to every sector.
Managers or leaders stand out in terms of the organization’s capacity to achieve the vision, develop a strategic plan, drive staff, determining culture, and attain business and department objectives. Supervisors at work, who manage daily operations, can influence the quality through rounds, personal communication interacting with the staff, and providing feedback to the employees who raised safety and quality issues voluntarily (Garman et al., 2019).
Health Care Leadership and its Impact on Patient’s Experiences
Leadership assumes a significant influence on the patient flow and experiences that he or she undergoes as well as his or her perception of the quality of care received. Effective leadership in health care encompasses several key elements: having clear goals and objectives, emphasizing the right organizational culture, and encouraging people at all levels of the organization to seek step-change improvements in quality of care for patients.
The primary subject matter of patient-centered care is to capture the patient’s perspective and bear it in mind in health care planning and delivery. This post-acute approach makes for higher patient satisfaction, better health outcomes, and patient’s confidence in the health system. Some of the patient-centered outcomes are when leaders show interest in the patients and their families by listening to whatever they have to say, and permanently involving them in the decision-making process can enhance the delivery of patient care (Press Ganey, 2019).
Leadership in health care requires establishing a strategic plan in which patients’ experience forms part of the Leadership Quadrant Premier Model. Such vision must be communicated clearly so that all the personnel in the organization are aware of it, committed to it and share the vision. It allows the healthcare organization to have a shared vision among staff and fosters commitment to the achievement of these goals, thus enhancing the quality of patients’ care (Garman et al. , 2019).
BHA FPX 4110 Assessment 3 Leadership in the Dynamic Healthcare Industry
Current research on the health care industry shows that the organizational culture within a health care facility greatly affects the patients. It is up to the leaders to ensure that the various organizational attitudes are positive, specifically with regard to other people. Organizational culture that is positive impacts the staff to engage with the patients, values and respect and make holistic positive overall associated patient interactions (Berkowitz, 2021). Supreme power that recognizes its employees together with implementing strategies that incorporate the same empowers workers to take responsibility for their work.
This is because; when the employees are depicted as part of the organization through support and recognition then they will be capable of dedicating themselves in offering quality caring services. Organizations that seek to create healthy and strong staff engagement as well as installation of mechanisms of constant staff improvement should ensure that they use the following: Training sessions, freedom of expression, and professional development (Shanafelt et al. , 2020).
Implications for the Organization
This paper explores the characteristics of patient experience and illustrates the far-reaching negative impact on a health care organization that fails to integrate the issue into its strategic planning. Another negative is reduced patient satisfaction, lower patient loyalty and ultimately, losses financially; morale, lower among staff, and scrutiny from the authorities. This is quite common because if patient experience is not being used as a strategic approach then patients are normally bound to receive low level services therefore are not happy.
Patients who left complaining are not likely to make repeat visits to the same care provider, and are more willing to talk poorly of their experience with others, hence eradicating patients’ loyalty, which is essential for the longevity of a health care organization. There is an increase in reimbursement rates for patient experience that in turn affects the financial performance of a hospital through factors such as patient volume. In most value-based care models, a provider’s compensation is linked to patient satisfaction surveys. Negative patient experiences are associated with lower ratings and thus, in regard to payers’ reimbursements, it is a negative association.
For instance, the Hospital Value-Based Purchasing (VBP) Program pits considerably large financial fines where patients’ satisfaction rates are low (Press Ganey, 2019). Moreover, negative word-of-mouth means that people will stop coming to the organization for new patient bookings which affect the organization’s cash inflows. If the health care organization does not pay attention to patient experience they will also likely encounter difficulties in the morale and satisfaction of the staff members.
Thus, the absence of patients’ orientation in the organization can cause its employees to feel unappreciated and insignificantly contributing to the company’s goals, resulting in such adverse consequences as increased percentage of turnover rates, high levels of absenteeism, and comparatively low productivity levels. Staff turnover is especially expensive in health care because the staff needs to be trained regularly and may negatively affect patients’ treatment and care (Shanafelt et al. , 2020). Thus, along with focusing on safety and efficacy of medicinal products and medical devices, more and more regulatory agencies are attaching significance to the issue of a patient encounter.
Service Line Management and the Challenges Associated
The service line is one of the organizational models used in health care where clinical service is disaggregated and managed as business units. It is used to enhance patient satisfaction while at the same time seeking to provide efficient services with an integration of clinical and administrative systems based on the service lines which include cardiology, oncology or orthopedic services. This approach has its strengths on the other hand, has major issues that need to be resolved if the strategy is to work out.
One of the most important issues that organizations face when implementing the management of a service line is the identification of the leadership model. It is for this reason that in most cases, clinical management of an effective service line would entail a dyad leadership where clinical service leadership typically involves somebody like a physician and administrative leadership, well, it could involve a business manager.
Speaking of this model, the leaders must present excellent communication and cooperation since clinical and operational objectives have to be interconnected (Kim et al., 2019). If there is poor collaboration at the leadership level, there tends to be poor governance and hence different service lines may end up performing their work inappropriately.
Pros and Cons of Leading the Service Line
The dyad management model, in which a clinically trained leader and an administration trained leader are assigned to jointly lead a service line has gained currency as a sensible management strategy in the health care organizations. This model is intended to achieve integration of the clinical and operational specializations for improvement of the service line results. Despite the mentioned advantages, the dyad model is not without some of the challenges that have to be worked out to enhance its efficiency.
The primary benefit for the patient that would be derived from the dyad management model is the improvement of cooperation. The clinical decision-making model creates a synergy between the clinical and administrative managers, whereby each decision is analyzed with clinical and business-oriented perspectives.
It can foster enhanced and holistic decisions for an organization, which may enhance patients’ care and organizational outcomes (Kim et al. , 2019). Further, the dyad model aims at the distributive leadership whereby both the elements of clinical quality and sustainability of the financial resources are managed (Zazzali et al. , 2020). This reduces the tendency of one approach to overshadow the other, thus improving the management of the service line.
Importance of Employee and Provider Relations
This paper established that Employee and provider relations remain pivotal determinants of success in health care organizations especially about the service line systems. Promotive effects that exist in the workforce entail encouraging favorable interactions between the employees and the providers so that each person may feel appreciated and more so, loved by the other.
This, I think, is just even the most basic form of respect and trust that should be established for a team to be able to communicate and work well together. When employees and providers are well coordinated in patient care, on some occasions coordinated efforts to enhance care and thus patients’ health are enhanced. For instance, Stock et al. (2019) revealed that the health care teams with high levels of relational coordination were associated with effective communication, clear goal setting, respect for one another, and resulted in better patients’ health and increased job satisfaction.
Positive relationships also play a part in providing a healthy organizational climate since they improve employees’ morale and level of satisfaction. The improved social relations in the workplace also implies that employees experience support from their colleagues and providers to perform their duties and be committed to the organizational objectives.
Such engagement could in turn result into improved output and quality health service delivery to the patient. For example, in developing a healthy service line, the providers and nurses are most likely to understand and support the other to communicate and meet the needs of the patients, hence preventing the complications arising from mistakes and enhancing the experience of the patients.
Role of the Health Care Leader regarding Organizational Quality Improvement
Through the leadership provided by managers, success in organizational quality is achieved by creating awareness on quality, defining the priorities of the organization, as well as by putting into practice effective strategies. Their role is pivotal in the creation of a culture in which quality improvement is a core, and thus central, organizational principle. Leaders have to set an example demonstrating the high standards of work and keeping themselves and several tiers beneath them responsible for poor quality.
For instance, the Quality Alliance Program which is supported by the Cleveland Clinic Leaders aims to promote culture of quality, decrease in care variation and increase in patient outcomes. This program demonstrates how the leaders’ commitment to the quality of services enhances the patients’ overall experience and efficient clinical outcomes (Grol & Wensing, 2021).
Besides the establishment of a quality-oriented culture, leaders are charged with the responsibilities of prioritizing work and establishing appropriate plans and goals that shroud health care organizations and regulatory mandates. This entails defining areas of concern, mobilization of resources and development of work plans to close the quality deficiencies.
Strategic planning can best be described through the example of Virginia Mason Medical Center which integrated Six Sigma as a methodology in regards to setting goals and targets to increase its quality; the center focused on defining particular aims that make processes more effective and improve patients’ outcomes by standardizing methods (Johnson & Thorsen, 2022).
Conclusion
In particular, the dynamics in the healthcare context make leadership a crucial component for organizational performance and the enhancement of patients’ health. Following the shift from the volume to the value-based care system, the leaders of the health care organizations should focus on quality improvement, service lines, and the empowerment of employees/providers. These are all important components that have to be integrated to improve the overall experience of patients and the operation of the activity. The generation and sustenance a quality culture is an assignment that leadership has to assume the greater part.
Thus, the transformation of key organizational values into a quality improvement process helps leaders create a role model for other organizational members. Ensuring that leaders are committed to quality involves engaging in strategic planning, provision of resources, and integrating evidence-based practices into practice that improve a patient’s outcome and make the organization more efficient. As with so many organizational initiatives, Service line management has its advantages and disadvantages.
To overcome these threats, leaders ought to incorporate the right management frameworks like the dyad model that combines operational and clinical leadership for performance and efficiency. Of course, the dyad model has its advantages, which include enhancement of communication and synchronization of objectives, among others; however, the model has some drawbacks, hence the need to be keen on the relationship and role definition between the subunits. Read more about our sample BHA FPX 4110 Assessment 1 for complete information about this class.
References
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