The Care Transformation Initiative was implemented to more strongly align the objective of excellent patient care with the workplace needs of physicians. It has been mentioned above that the new vision of Methodist Healthcare focused on strengthening the institution as an excellent and desirable workplace for physicians. As such, an educational strategy has been implemented, which is focused on upgrading the knowledge and skills of physicians in the health care of patients.
Other strategies that could help in the goal of aligning the right persons for the right locations of work and care include a thorough assessment of institutional, physician and patient needs. This could be done through an IT program that matches various questionnaire responses. In this way, skills and needs can be matched for the optimal outcome in patient care.
In creating strategies for attaining goals, it is also important to focus specifically upon each goal and implement strategies to reach it. In this, any number of methods can be helpful, including IT systems, hiring experts in the field (such as finances), or conducting field research by means of for example questionnaires or interviews. As such, it is important to retain a clear focus of objectives and goals, rather than again to create a number of different entities that eventually evolve on their own without integrating.
5. Communicating the Vision
Methodist's product is the organization's primary contact with customers. As such, communicating this to the public is of vital importance. It should be emphasized that the organization strives for absolute excellence of care in terms not only of outcome, but also in terms of the customer's association with the organization. Price and promotion should be integrated during the communication process. There should be a focus on value for money, as well as the fact that customers are considered on the basis of income and that care takes precedence over income level on the basis of equity. It is also important to focus communication on the regions in which Methodist...
This can lead to both autonomy and cooperation within the group, as no member will feel that his or her skills are not utilized to an optimal level. It is also possible that non-constructive conflict can arise from the diversity within a group if not managed effectively. Jokes that are not meant to be so may for example be taken as offensive by certain members of the group. Other members
By contrast, divisional level adaptive strategies focus more narrowly on specific market segments that relate to the market strengths, potentials, and weaknesses of individual organizational divisions (Swayne, Duncan, & Ginter, 2006). Whereas corporate level adaptive strategies concern the viability and success of the entire organization, divisional adaptive strategies concern only the business environment of individual divisions largely irrespective of the overall strategic mission of the organization. Consequently, it is possible
1. Nursing Theorist Overview Theory guides nursing practice and provides a framework for nurse leadership and healthcare management (McKenna, Pajnikar & Murphy, 2014). All prominent nursing theorists like the individuals covered in the multimedia presentation have influenced nursing practice in some way or another, and all do resonate with me on a personal and professional level. I will incorporate elements of all theorists into my practice in terms of interpersonal communications
Health Care Quality Management as it Applies to Managed Care In the current age of improved answerability for quality of care, every healthcare expert should be conversant in the theory and paraphernalia of quality management) Quality Management-QM is an all-embracing attitude that pervades the management infrastructure, rules and customs of an establishment. It characteristically comprises of five fundamental doctrines -- undivided attention on the customer/supplier relationships; a stress on functional and
Strategic Healthcare Management How is the strategic planning process for a healthcare organization different from that of other service industries? It is often said that there is no good time to become ill -- however, from the health care provider's point-of-view, an unplanned rise in community ailments is an unfortunate unplanned excess cost to the organization as well as an unfortunate blow to a number of individual's states of health. This is
Trust and transparency with the public. Given the leadership position that Methodist Healthcare has it is imperative that it cultivate trust as a core part of its branding strategy with the public segments and audiences it serves. Financial management and cost controls in place and integrated new IT system and architecture. This is a major critical success factor for Methodist Healthcare to aggressively pursue as it moves to create a more
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