SU_MHA6999_W1_Project_Dickerson_Nyasya
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South University, Savannah *
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6999
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Medicine
Date
Jan 9, 2024
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docx
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Uploaded by JudgeQuail4036
Case Study Six: From Nothing to Something: Defining Governance and Infrastructure in a
Small Medical Practice
Nyasya Dickerson
South University
MHA6999
Mountasser Kadrie 7/17/2023
Midtown Neurology urgently needs a proper governance structure to address its infrastructure and governance issues. This can be accomplished by establishing a president, employment guidelines, IT systems, and policies. Furthermore, contracts should be arranged for the rural outreach program to guarantee that it is conducted fairly.
A good governance structure should also be supported by studies that demonstrate how important it is to have a robust system of governance to ensure smooth operations within a medical institution.
The goal of a good governance structure is to ensure that all its members are aware of their responsibilities and roles, and that the operations are carried out in an efficient manner. Studies also suggest that having a strong system of governance can help ensure that the practice follows all relevant laws and regulations.
One of the most important steps that a practice can take to improve its governance structure is to regularly review it. This will help prevent any potential issues from happening. In addition, regular employee training sessions should also be conducted to ensure that the procedures and policies are followed.
Having a good governance structure can also help ensure that all employees follow the guidelines and responsibilities assigned to them. It can help the practice stay in compliance with the laws and regulations, and it can help it adjust to any changes.
One of the most important steps that a practice can take to improve its governance structure is to implement a system that measures the effectiveness of its infrastructure and governance improvements. This can be done through the use of surveys and reports. This can help monitor changes in the quality of patient care and the revenue generated by the changes.
A practice can also conduct regular audits to make sure that all procedures and policies are followed properly. Doing so can help maintain the organization's compliance and ensure that any issues are promptly resolved.
A medical office must have a robust governance system to thrive. Midtown Neurology must implement the suggested changes and structure to ensure that it can offer the best possible care to patients and operate efficiently. Doing so will also help the organization stay in compliance with the relevant laws.
I suggest that the practice establish a system wherein all its stakeholders are held accountable. This can involve introducing consequences and rewards for those who do not follow the procedures and policies. This will help make sure that everyone is held responsible for
their actions, and it can minimize issues in the future.
Midtown Neurology must establish a robust infrastructure and governance system to thrive. Implementing the suggested changes will let the practice deliver exceptional care and efficiently carry out its operations.
A system that measures and assigns accountability for the changes will help the practice comply and ensure that the issues are promptly resolved.
Midtown neurology can thrive if it has a robust infrastructure and governance system. The suggested changes, which include a new president, procedures, employment manual, IT systems, contracts for rural outreach, and more, will make all of its stakeholders aware of their roles and should help it deliver exceptional care and efficiently operate.
Measuring and implementing a system for accountability will help the practice ascertain its compliance and ensure prompt resolution of any issues. These changes will enable Midtown
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Neurology to operate in a more efficient manner, accommodating patients' needs and delivering exceptional care.
References:
Collins-Nakai R. (2006). Leadership in medicine. McGill journal of medicine : MJM : an international forum for the advancement of medical sciences by students, 9(1), 68–73.
Berghout, M. A., Fabbricotti, I. N., Buljac-Samardžić, M., & Hilders, C. G. J. M. (2017). Medical leaders or masters?-A systematic review of medical leadership in hospital settings. PloS one, 12(9), e0184522. https://doi.org/10.1371/journal.pone.0184522
Gardner, A., & Newhouse, R. (2016). Organizational Governance and Physician Leadership in Medical Practice. Medical Group Management Journal, 63(2), 130-137. Blair, J. E., & Goto, M. (2015). Strategies for Improving Governance in Physician Groups. The Annals of Family Medicine, 13(2), 153-159.