healthcare mngmt strategy task 1edited
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HEALTH CARE MANAGEMENT AND STRATEGY 1
HEALTHCARE MANAGEMENT AND STRATEGY 432
TASK 1
MYESHA SPIKES
01/14/22
HEALTH CARE MANAGEMENT AND STRATEGY 2
A.
Assess the current patient care delivery situation by doing the following:
A1. Identify five critical stakeholders in the scenario.
Five critical stakeholders in this scenario are the owner physicians, the 25 new physicians, the clinical staff, the non-clinical staff, and the patients
. The care of the patients in an
institution involves a team of different individuals who play other options to complete the care process.
The stakeholders in the given scenario include the owner physicians. They have significant roles that allow them to have that form the basis for the operations of other professionals in the institution. They instruct on the essential things that could be done to boost the pre-and post-treatment care of the patients. The owner physicians are at liberty to initiate the change in the institution to make the final decisions for the plan to be implemented.
The 25 newly employed physicians are essential stakeholders in the institutions because they assist the owner physicians in implementing the systems used in the care of the patients. In that case, they have the role of taking measures that serve the patients' best interests. One of the things they do is embrace patient care services and follow up on their progress in their recovery process.
The clinical staff is a critical stakeholder in the scenario given. In medical practice, the
clinical team is responsible for keeping in touch with the patients during and after treatment. The
non-clinical front office staff is an essential stakeholder in medical institutions. They help keep
HEALTH CARE MANAGEMENT AND STRATEGY 3
the records of the patients and make it easy for the clinical team to follow up on their progress in
the post-treatment process.
A1a. Discuss the impacts of the acquisition on the key stakeholders identified in A1.
Owner physicians have the duty of ensuring they give the best to the patients depending
on the results they aim to achieve. For instance, they can initiate post-treatment follow-ups to
allow the institutions to offer care for the patients when needed after leaving the medical
facilities. They also have the liberty to access the machines necessary in the institutions to allow
the delivery of the services to be efficient for the patients. Employed physicians have the duty of ensuring they take the reports from the clinical
staff, such as the nurses, to ensure they get the patients' progress. The reports allow them to
know if the treatment measures stipulated for the patients are effective. The information will
enable them to add to the treatment measures and counter any effects of the medicines
administered to the patients. Patients are key stakeholders because they are affected by all the
changes in healthcare institutions. They are involved in change management because they offer a
direct review of the systems introduced in the institutions.
The pretreatment systems call for the clinical staff, such as the nurses, to do the primary
measures for the treatment. Before the patients get to the doctors for their treatment, they are
guided by the nurses to get direct details such as checking their blood pressure. Post-treatment
care for the patients is necessary because it helps them track their progress. It includes the
appointments of the patients to follow if the medicine given worked. Some require help in taking
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the medication and the treatment plans assigned to them. The medical team serves to keep track
of the patients' progress. The non-clinical front office staff help ensure the clinical practitioners and the patients
have a working environment that boosts their effectiveness. In that case, people need to have
their environment clean in the essential things that could allow them to increase their comfort.
For instance, they ensure their environment is clean all the time. It prevents reinfections and new
infections because the bacteria-causing conditions are killed when the surfaces are cleaned. They
also help in the treatment process because they ensure the patients eat as stipulated to speed their
recovery progress.
Patients are critical because they receive the services offered in the institutions. They are
responsible for telling the efficiency of the benefits introduced in the institution. There is the
possibility that the patients can tell when the changes are working and when they are not
progressing in the positive direction.
A2. Identify three barriers to change.
Inadequate finance is one of the things that allows the institutions to have difficulties in
promoting change. Some of the changes that are introduced in healthcare facilities need
monetary resources. It includes the money to buy the equipment required to purchase the items
needed to implement the changes. The pretreatment equipment allows for the accuracy of the
primary details of the patients. In such cases, the institution must seek different ways to enable
the individuals to have the other things to raise the money. Raising the treatment fee is an option
that makes the institution garner the finances they require for the treatment process. It is essential
HEALTH CARE MANAGEMENT AND STRATEGY 5
but reduces customer loyalty to the institution. Raising the treatment fee reduces the affordability
of the institution. Thus, most institutions do not embrace change because of the monetary effort
required for the institution. The change in the medical institutions requires the personnel to implement the new
duties. In most circumstances, there is the need for the people to have the personnel to handle the
responsibilities they include in the system. When change occurs, new opportunities are created
because of the new procedures that cater to the patients' pre-and post-treatment care. There may
be a shortage of staff to handle the latest opportunities. The existing team may not be conversant
with the new duties explained in the changes. The current employees in the institution may not
have the skills to handle the post and pretreatment of the patients. The personnel may not be
adequate because the new changes may add to their workload, making them overwhelmed by the
work they are supposed to do.
The culture of the institutions is a barrier to the changes in the institution. There are
systems that people are used to following to offer services in medical institutions. The traditions
are accessible for people to follow because they are easy to follow (Stephen, 2018). They allow
the staff to predict the outcomes of their actions because they know what is bound to happen if
they take a particular measure to implement their duties. The team in the institution may be
reluctant to implement change because they presume the new standards could not support their
efficiency. Therefore, they detest change to avoid the complications they may need to endure to
be effective in the institution. A2a. Discuss the criteria you would use to prioritize the barriers identified in A2.
HEALTH CARE MANAGEMENT AND STRATEGY 6
The best criterion for prioritizing change is considering the impact of the barrier to
implementing change in the institution. The stakeholders should deal with the most impact
factors before implementing the negligible impact.
A2ai. Prioritize the identified barriers according to your criteria in A2a.
The issue of inadequate finance would be the first to solve. When the finances are
available, people know that the change will work. The second barrier to solve would be the issue
of the inadequate personnel to implement the change. The institution can take time to train
people on how to implement the new duties in the institution. It would be easier to convince
people that the plan can be worked out when there are skills for the individuals to implement the
changes. The culture of the individuals has the most negligible impact on the institution
compared to other barriers. Dealing with it after taking care of the other obstacles would be
effective. The culture can be neutralized when the staff has adequate personnel and enough funds
to implement the suggested changes. A2b. Explain
three
key leverage points for initiating change.
There are steps that the institutions should take to initiate change in the institutions. One
of them is preparing the institutions for change. The stakeholders should inform the employees
of the modifications that are bound to happen. He should explain the need for the changes to
ensure there is an agreement for the people to change their culture when dealing with various
circumstances. Cultural preparation allows the people involved with the shift to be
psychologically prepared. Creating a vision for the change is essential in helping the employees
accept the changes introduced in the institution. The concept allows employees to get the
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HEALTH CARE MANAGEMENT AND STRATEGY 7
changes because of their impact on the effectiveness of the new systems. Implementing the
difference is an integral part of initiating change in the institutions. The stakeholders must take
the steps necessary to introduce the latest methods of operation to make them effective in the
institutions. B. Develop a change management strategy
(suggested length of 3–5 pages)
to improve
patient care by doing the following:
B1. Describe two approaches for implementing the new team-based model of care delivery
The two approaches for the team-based model for health care include Lewin’s change
model. The model explains that the individual’s behavior towards change depends on the group's
behavior. The Lewin model of change has three steps that allow the institutions to identify the
change process in their environments and how the institution's status quo could be challenged to
give the effective changes required. Kotter's model for change is another approach for the team-based model in healthcare.
Kotter's model stipulates that for people to embrace change in the institution, there must be
urgency for the difference. Therefore, the human resource department needs to express the
threats associated with the institution's practices and express the need to change them. After
creating the urgency, People need to get to the point where they convince the employees to
embrace the change. When the people are convinced, the next step in Kotter's model is creating a
vision for change to direct the employees towards achieving a common goal. Communicating the
idea is essential in Kotter's model because lot helps the institutions ensure the employees are
aware of what they are supposed to do to get the anticipated results. The next step in Kotter's
model is to remove the obstacles that hinder people from achieving the objectives for change.
Kotter’s model encourages individuals to access the employees' progress by embracing the
HEALTH CARE MANAGEMENT AND STRATEGY 8
change. It also urges the institution to create sustainable practices for the changes to be effective.
It also stipulates that change should be incorporated in the institution's culture to ensure the
employees do not experience shock in the changes of the institutions.
B1a
. Discuss the strengths of both approaches described in B1.
One merit of the Lewin model is that it is easy to understand. The Kurt Lewin model is essential
because it allows the institutions to implement changes with a low learning curve. It happens
because the model recommends a few steps, and they do not require a lot of input to undertake
the actions. It is also easy to understand because it is not too detailed and does not require a
complex training strategy to master the practices in the model.
The advantage of the Kurt Lewin model of change is that it accesses the behavior of the
individuals. It promotes the productivity of the change strategy because it allows the institutions
to use the response to people’s behavior to influence them to embrace change. Therefore
understanding behavior psychology enables the institution to introduce change that people
appreciate.
The advantages of Kotter's model are that it contains the details of what the organizations need to
institute change. The model has step-by-step information on what the company should do in
every stage of implementing the change. Therefore the employees know what should be done
when implementing change. Kotter’s model assumes the employees to be the significant players
in implementing change. Thus it allows them to give their opinions on the change they want and
how they want it done to implement the changes effectively.
B1b.
Discuss the weaknesses of both approaches described in B1.
HEALTH CARE MANAGEMENT AND STRATEGY 9
The disadvantages of the Kurt Lewin model are that it lacks enough details for implementing the
change in the organization. The quick steps that it outlines are not applicable without a guideline
on making them effective. Another disadvantage is that the Kurt Lewin model does not reflect
the modern practices in the market. It defines the traditional methods of embracing change that
deals with human behavior and ignores that technological advancements need considerations to
effect the changes.
The weaknesses of Kotter's model are that it is very complex and requires the employees to pay
attention to the details for the model to be effective. In that case, the people may resist embracing
the model because there are so many details to understand and implement, which may be time-
consuming. The eight steps require the employees to change their operating systems completely,
leading to a cultural shock on the employees. B1c.
Recommend
one
of the two approaches in part B1 based on the strengths and weaknesses of each one.
The Lewin model is the most appropriate to use. It contains three steps that the organizations have to implement. The first step is the unfreeze step, where the initiators of change prepare the mindset of the people to embrace the change. It involves influencing the people to embrace change by educating them on the advantages of the change. The second step is to implement the change. After the people assume and are mentally prepared for the change, the institutions take the measures that bring change. It is the only way that can make the change sustainable. The third step is the refreezing stage. It allows the institution to identify the various changes to tie with the institution's culture to promote the sustainability of the change.
B1ci. Justify the approach recommended in B1c.
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HEALTH CARE MANAGEMENT AND STRATEGY 10
The Kurt Lewin model is essential because it has a few steps to follow when implementing change. The people do not have to undergo complex strategies to access the change they need. In
that case, people do not have a hard time because the introduced change is tested to fit their culture of implementing duties in the institutions.
C1.
Propose an implementation for the change management strategy from part B by doing the following:
1. Describe the sequence of steps you would take to implement the strategy.
There are various steps to take in the Implementation of change management. The first step is
preparing the organization for change. There are multiple things that the administration should
consider making ready before they embrace the change they ought to. Logical and cultural
preparation is essential to make managing the institutions' changes easy. In that case, the
management can prepare the organization by notifying them of the need for the changes. They
ought to explain to the employees they need for the changes in the institution. When the
employees know why they are required to support some practices is easier for them to embrace
the change. The second step is developing a plan and vision for the changes stipulated in the
institution. The image outlines the practices the measures will give the institutions; The goals
give people the resin to support the rules. The girls could be of different types to support the
interests of the institution and the employees' interests. In such circumstances, there is the need
for the individuals to have the other things that they would wish to achieve in their allocation.
The plan allows the employees to identify with what will happen if they embrace the new
practices in the institution. In that case, managers need to give their goals to the employees to
HEALTH CARE MANAGEMENT AND STRATEGY 11
have their contributions in what the changes should entail to provide them with a clear picture of
the results they anticipate.
The third step of implementing the change is practicing the new measures that bring the
difference in the institution. In that case, the organizations should provide the materials that
employees require to succeed in the changes. The new systems should be well allocated to the
employees to ensure they know what they should do. The procedures should be put on paper and
included in the practical execution to experience the anticipated results. The Implementation of
the changes should be focused on empowering the employees to do their best in the execution
process. In that case, there is the need for the individuals to have different things that allow the
institutions to boost the employees' morale. It is easy to get the anticipated results when the
employees are motivated to achieve a common goal. The fourth step in the implementation process is embedding the change practices with the
organizations' culture and traditions. There are several cultures of the institution that could affect
the institution's productivity when they are changed. They are important because they affect the
appearance of the institution. In that case, institutions need to identify the culture that can suit the
changes they send to an institution. The cultures allow people to feel comfortable when
embracing their duties. They also maintain customer loyalty because they do not change the
organization's brand that people recognize.
The fifth step is reviewing the progress and analyzing the results of the practices
implemented. It is essential to check the change management systems' effect on the
organizations. It enables the managers to gauge if they should keep up with the practices in the
organizations or change them. With such clarity, it is easy for the managers to determine if they
HEALTH CARE MANAGEMENT AND STRATEGY 12
would terminate the change management process to get a different outcome or keep up with the
practices introduced. C2.
Describe an approach for measuring whether the intended change is occurring.
The progress of the intended changes can be measured in different ways. One is
establishing the institution's productivity by implementing the change practice. The positive
outcomes indicate that the changes are suitable for the institutions, while the adverse effects
suggest that the changes are not appropriate. Another step to measure the effectiveness of the
difference is the rate of the input compared to the output when implementing change. If the
information costs more than the output turnover, the change systems are ineffective for the
institutions.
C3. Discuss the challenges to sustaining the change once the strategy is initiated.
The institution faces challenges in sustaining the changes when they are already initiated.
The inability to finance the change systems is one of the challenges of maintaining the changes.
The expenses may exceed the budget, thus making the process of the change system lack
sustainability. The solution to curbing the inadequate finances in the institution is developing
alternative means to raise the finances to sustain the changes. Another challenge in maintaining
the change implemented in the institution is the lack of qualified personnel. C3a.
Describe
two
approaches for overcoming these challenges and sustaining the change.
The systems require people who can handle all that pertains to the introduced practices.
When the professionals are not enough, the changes may fail because they cause losses in the
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HEALTH CARE MANAGEMENT AND STRATEGY 13
systems. The solution to inadequate personnel is recruiting more people for the positions created
in the institutions.
HEALTH CARE MANAGEMENT AND STRATEGY 14
References
Stephen Walston. (2018).
Strategic Healthcare Management: Planning and Execution,
Second Edition: Vol. Second edition
. Health Administration Press.