COVID edited.edited

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HEALTH SCI

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Feb 20, 2024

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1 Hospital management Student Institution Course Professor Date

2 Hospital management The COVID-19 pandemic had an impact on healthcare facility management worldwide. (Tabari et al., 2020). Hospitals and other healthcare facilities faced intense international pressure to stop the propagation of Covid-19 during the pandemic. Effective crisis management on developing illnesses significantly influences organizational performance and preparedness. The hospital manager was responsible for collaborating, overseeing, organizing, setting the hospital's budget, and assigning personnel. Due to the unidentified nature of the illness, the high rate of infection and death caused by the COVID-19 virus, as well as a shortage of resources in terms of money, supplies, and personnel, health officials and practitioners made COVID-19 crisis management highly challenging and perplexing. In the protracted reaction to the global outbreak and subsequent stages of recovery, healthcare facilities played an essential part. Since healthcare facilities were the hub of medical services and the first primary access for locals in dire situations, preserving their functionality, security, and adaptability was fundamental (Ravaghi et al., 2023). An element of healthcare endurance was event-driven disaster mitigation and reaction, necessitating ongoing adjustment and spike preparation during everyday activities. After completing the phases of disastrous hazard leadership—preparation, response, recovery, and prevention—the hospitals experienced effective management. (Azarmi et al., 2022). Forefront professionals accurately observed that the medical facility could fulfil its obligations for risk reduction, health education, community participation, and treating patients throughout the pandemic. The virus impacted individuals in two distinct ways due to the illness's propagation and negative consequences. During COVID-19, the availability of oxygen, hospital beds, emergency rooms, and individual protection gear was limited, hindering medical assistance. Healthcare

3 facilities faced severe resource constraints due to attempts to lower the amount of safety stock and enhance resource utilization through prompt concepts. Due to the high volume of hospital patients, intensive care unit beds were in limited availability and occupied by patients regardless of their infection. The epidemic severely taxed critical care workers, requiring other practitioner groups to participate. To provide more vital care, healthcare facilities rescheduled planned surgical procedures. The primary source of concern was the lack of personal protection gear and guidelines for infection control in medical facilities and public places. The community hospital had a significant influx of outpatient referrals during the epidemic. As a result, the management set up a respiratory centre in a designated location and an external emergency location. The healthcare facility modified its surroundings to make room for additional COVID-19 patients. It thus stopped taking in discretionary patients and limited its routine activities to providing urgent medical treatment. The continual flow of patients, the mismatch in hospital personnel, and the scarcity of ICU beds were the main problems handled regularly. In order to address the crisis, the hospital management formed a Disaster Response Committee that was composed of senior principal faculty members from all disciplines as well as all significant stakeholders. A Technical Assistance Unit collected information and suggested strategies to track the results of choices. Since issues and difficulties in worldwide crises had never before been seen, the hospital's administration learned how to implement continuous learning (Boin et al., 2020). For the management to take prompt action, they needed accurate data and constant updates. Leaders needed to know more about handling the pandemic since there were multiple new findings in various epidemic elements, from testing to treatment. Due to the high number of new inpatient admissions and outpatient visits each day, the hospital management needed more time. It could

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4 not supply any settings or equipment. Management acquired the ability to make flawless judgments given constrained time. An imperative of large-scale crisis management is participatory leadership. An otolaryngologist and general surgeon visited COVID-19 patients with great excitement. By taking part, the leaders could hear the opinions of all parties involved and have bilateral and group discussions on various elements of the epidemic. In times of crisis, communication is crucial and provides health professionals with hospital updates. As a result, the management instituted daily meetings with all significant players. Meeting attendees received a daily report on hospital operations and broad updates on local and national health conditions. The sessions also included the announcement of new plans. Informal methods like WhatsApp groups were more efficient and necessary to maintain the flow of conversations and exchanges. The crisis management team can only prevent tiredness and inefficiency by delegating tasks and responsibilities (Thielsch et al., 2021). In healthcare, an individual cannot control every detail and decide what is best for himself. For patient care, infection control, inpatient treatment monitoring, and outpatient clinics, separate staff members were assigned. The management ensures that caregiving duties will be completed when responsibilities are clearly defined and healthcare experts are assigned to each task. The pandemic taught management how to use tactics that uphold the importance of saving lives by encouraging employees' diligent everyday labour and maintaining their vitality. During the COVID-19 pandemic, social media and cutting-edge digital technology were deployed on a large scale to keep individuals safe, connected, and active even if they were geographically and socially separated. The most often reported application of health informatics technology was through smartphone apps, which alerted users if they had close interactions with

5 verified COVID-19 cases (Singh et al., 2020). Telemedicine has become essential for patients promptly receiving the necessary care for many health systems. Many healthcare professionals and patients were forced to utilize telemedicine quickly due to the rapid escalation. As a result, hospital management has integrated telemedicine and health informatics into patient care. Healthcare organizations acquired the necessary adaptability and creativity to handle institutional challenges throughout this epidemic. Telehealth is an advanced digital innovation that ensures patients obtain healthcare services by involving many stakeholders and overcoming professional and organizational constraints. Additional possible benefits of telehealth include non-emergency/routine situations and treatments that do not require face-to-face patient-doctor interaction. Additionally, telemedicine can provide healthcare services for underprivileged communities by removing constraints related to time away from work, transportation demands, and distance from specialized doctors (Portnoy et al., 2020). Remote care increases access to care while utilizing fewer resources in medical facilities. In conclusion, the hospitals acquired flexible financing strategies that allowed them to meet unanticipated medical needs quickly in times of need. Management gained the ability to put into practice and improve resource allocation strategies, allowing hospitals to allocate cash carefully during emergencies to areas of vital necessity. The creation of emergency reserves is an aggressive plan that management has undertaken to carry out actions aimed at reducing the financial risks connected to unforeseen medical emergencies. The administration supported the creation of regulatory frameworks that were flexible enough to adapt to changing conditions to reduce bureaucratic hurdles. The hospital administration's strong supply chain management structure ensures a stable and diverse supply of essential medical supplies. Predictive modelling techniques and data analytics have been employed to foresee healthcare needs in times of

6 emergency. To get more resources and crisis management experience, hospital leadership has further encouraged strategic relationships with academic institutions, charitable organizations, and commercial sector groups. Reference

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7 Azarmi, S., Pishgooie, A. H., Sharififar, S., Khankeh, H. R., & Hejrypour, S. Z. (2022). Challenges of hospital disaster risk management: a systematic review study. Disaster medicine and public health preparedness , 16 (5), 2141–2148. https://doi.org/10.1017/dmp.2021.203 Boin, A., Lodge, M., & Luesink, M. (2020). Learning from the COVID-19 crisis: An initial analysis of national responses. Policy Design and Practice , 3 (3), 189–204. https://doi.org/10.1080/25741292.2020.1823670 Portnoy, J., Waller, M., & Elliott, T. (2020). Telemedicine in the era of COVID-19. The Journal of Allergy and Clinical Immunology: In Practice , 8 (5), 1489–1491. https://doi.org/10.1016/j.jaip.2020.03.008 Ravaghi, H., Khalil, M., Al-Badri, J., Naidoo, A. V., Ardalan, A., & Khankeh, H. (2023). Role of hospitals in recovery from COVID-19: Reflections from hospital managers and frontliners in the Eastern Mediterranean Region on strengthening hospital resilience. Frontiers in public health , 10 , 1073809. https://doi.org/10.3389/fpubh.2022.1073809 Singh, H. J. L., Couch, D., & Yap, K. (2020). Mobile health apps that help with COVID-19 management: a scoping review. JMIR nursing , 3 (1), e20596. https://doi.org/10.2196/20596 Tabari, P., Amini, M., Moghadami, M., & Moosavi, M. (2020). International public health responses to COVID-19 outbreak: a rapid review. Iranian Journal of Medical Sciences , 45 (3), 157. https://doi.org/10.30476/ijms.2020.85810.1537 Thielsch, M. T., Röseler, S., Kirsch, J., Lamers, C., & Hertel, G. (2021). Managing pandemics— demands, resources, and effective behaviours within crisis management teams. Applied Psychology , 70 (1), 150-187. https://doi.org/10.1111/apps.12303

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