Organizational Leadership & Interprofesional Team Development Essay Example

is: What about hospital officials? What positive impact could value-based healthcare potentially have compared to the traditional volume-based business model? It is crucial to answer these questions because without the support of hospital administrators, patient-centered care will remain only an impressive concept. The reasons why healthcare centers are adopting the patient-centered care culture in various hospitals are due to the following effects:
- Achieving improved financial performance: A hospital center system that is guided by the needs of patients and families becomes significantly more efficient. Patient-centered care actively engages all stakeholders and leads to reduced overall costs.
- It reduces waste of a hospital facility's materials and staff resources by minimizing process delays, maximizing patient education efforts, and decreasing diagnostic tests and referrals.

According to a study mentioned in the Gallup Management Online Journal, it has been discovered that patient and family engagement is crucial for enhancing hospital facility performance and business outcomes, including long-term profit. Implementing a patient-focused care framework can effectively improve market share. Nowadays, many patients are well-informed about patient-centered care and actively seek hospitals that prioritize it. They expect higher quality service and better value for their money. Hospitals prioritizing patient-centered care gain a competitive advantage over those using traditional methods. In fact, some service providers have experienced significant market share growth by incorporating patient-focused systems into their business model.

A recent survey found that 40% of patients are willing to switch to a hospital that prioritizes patient-centered care (Paul, 2016). Implementing this approach in hospitals has multiple benefits. It improves employee satisfaction and retention while also reducing burnout among staff members. Additionally, it strengthens relationships between staff and enhances interactions with

patients. Consequently, the hospital experiences higher employee retention rates, leading to a more skilled workforce, lower training expenses, and reduced costs related to inefficient practices.

The Bronson Methodist Hospital in Michigan has experienced a decrease in nurse turnover and saved approximately $3 million over 5 years due to their patient-focused approach. In addition, the healthcare sector has implemented regulatory measures to govern these business practices. Understanding and complying with these regulations can be overwhelming, as it is crucial to determine which regulatory agency enforces specific requirements. However, comprehending these roles and responsibilities is important. Regulation plays a significant role in both the healthcare industry and health insurance coverage, with various regulatory bodies aiming to protect public health and welfare by preventing health risks and providing programs (Paul, 2016).

These administrative organizations ensure and control general well-being at each level, with healthcare services being produced by both government levels (federal, state, and local) and private associations as well.

Strength and Weakness

Clinicians face various difficulties when operating in the complex setting of modern healthcare services. These challenges include changing and diverse needs, rising patient expectations, and the high cost of new interventions and treatments. As a result, clinicians must consider the needs of the broader patient population, make decisions that optimize resources and deliver clinical quality, and implement clinically-led management changes that are likely to succeed.

The practical results-focused management style emphasizes the organization's process and the role of leadership in achieving desired outcomes. This approach considers the needs of individuals, teams, and tasks, with a focus on facilitating effective and efficient healthcare provision. In this model, the audience

prioritizes achieving results. An organizational approach to healthcare decision making called Family-centered care (FCC) is described as a self-assessment tool.

Many organizations, including medical societies, healthcare systems, regulatory bodies, the Institute of Medicine, and Healthy People 2020, have acknowledged the significance of patient-centered care (PCC) and its related concept called family-centered care (FCC) in promoting patient well-being, satisfaction, and healthcare quality. Nevertheless, there exists confusion at present regarding the definition of FCC as well as how to effectively implement it and evaluate the degree of family-centeredness in care. To fully realize its potential benefits, FCC necessitates increased comprehension and endorsement from healthcare providers.

FCC is a significant change in the way clinical care is provided, with families as partners challenging the traditional one-sided decision-making approach. This analysis draws on the authors' clinical, research, and support experience to highlight advances in FCC in pediatric healthcare and suggest ways to promote it. Family-centered care is often described as ideal healthcare as experienced by families, emphasizing collaboration and families as experts in the care process. The story of Adam and his family showcases FCC in action, with information sharing, partnership, respect, and negotiation leading to a successful outcome in a challenging clinical situation.

The term FCC is broad and can be interpreted in various ways. Is it solely about asking families what they want to do? Is it about family satisfaction or quality healthcare? Ironically, misunderstandings about proper care practices can create a bigger gap between families and providers (Paul, 2016). The strengths and weaknesses of healthcare organizations that adopt PFCC include factors such as the effectiveness of the PFCC Self-Assessment Tool. This tool consists of eleven domains that are considered

essential for family-centered care. Each domain contains 2-6 questions that aim to assess the current state of PFCC within the organization.

Every inquiry was evaluated using a 5-point Likert scale and an additional "don't have a clue about" question. A rating of five indicates excellent performance in PFCC as recommended by the IPFCC. The study aims to identify strengths and weaknesses in organizations and establish an action plan to improve patient and family organizations. Responding with "don't know" implies a lack of knowledge about PFCC and emphasizes the need for further education.

Approach to Address Challenges in Patient-Centered Care

This strategic plan should be implemented across all departments and divisions within the healthcare facility, including nurses providing direct care and HR personnel involved in interviews.

The text emphasizes the importance of breaking down a strategic plan into manageable steps that can be incorporated into caregivers' daily routines and integrated into healthcare systems, reward programs, and professional roles. To effectively implement this strategy in various healthcare settings, several criteria should be adopted: prioritizing patient experience in healthcare governance structures, including "patient champions" throughout the healthcare workforce, clearly understanding each member's role in achieving patient-centered care goals, approaching these goals with the same anticipation and organization as other core measures, finding a balance with agendas, and recognizing and rewarding employees for their contributions. Recognition programs can help employees stay focused on patient-centered goals. Additionally, system theory plays an important role in these considerations as it explores dynamic interactions between phenomena regardless of content or size by using mathematical models to describe universal principles of complex entities. Managing change is crucial in health care management.

Supporting, being indifferent to, or passively participating in

it, we may want to oversee the rapidly increasing pace of change. Overseeing change involves tending to the multifaceted nature of the procedure, assessing, arranging, and executing operations, strategies, and procedures to ensure that the change is beneficial and significant. Managing change is a complex, adaptable, and challenging process.

Baas (2012) suggests that successful transformation in healthcare requires a combination of innovative and well-organized arrangements. This involves unfreezing old practices, introducing new ones, and then consolidating them. Change can happen continuously, sporadically, periodically, or rarely. Predictable change allows for adequate preparation time, while unpredictable change poses greater challenges in terms of response effectiveness. However, due to the rapid evolution of healthcare, predictability is unlikely.

It is essential in today's competitive environment to have the ability to change, adapt, and grow for sustainable advantage. Failure rates within organizations can be attributed to multiple factors such as lack of vision and commitment from senior management, limited integration with other systems and processes within the organization, and irrational implementation plans. Healthcare administration managers and executives need a better framework for thinking about change and understanding key issues related to change management in order to achieve greater success in improvement efforts.

Healthcare professionals must take responsibility for acquiring and maintaining the necessary skills for their professional tasks. It is crucial that individuals only undertake tasks within their expertise. Additionally, change is constantly happening around us.

There are multiple ways to approach the strategy - we can either strengthen it, disregard it, or maintain a detached attitude while showing interest in it. According to Baas (2012), there has been a significant increase in the rate of progress.

Financial Implications of Implementing this Strategy

The implementation of

the aforementioned strategy has various financial implications. These include:

• Free Cash Flow: This metric measures an organization's financial strength and demonstrates how efficiently its financial resources are being utilized to generate additional funds for future projects. It represents the net cash available after deducting investments and increases in working capital from the company's operating income. Healthcare organizations should consider this measure when anticipating significant capital expenditures in the near future or competing for implemented projects.
• Economic Value-Added: This indicator assesses the bottom-line contribution on a risk-adjusted basis. It helps healthcare organizations make effective and timely decisions regarding expanding organizations that enhance their financial worth and implementing corrective actions for those that are diminishing its value.

The net income is subtracted from the working capital expense in order to control it. Healthcare organizations set financial goals to assess their quality contributions and improve resource allocation. Asset Management involves efficiently managing healthcare's current resources (money, receivables, stock) and liabilities (payables and accruals) turnovers, as well as improving the administration of working capital and cash conversion cycle. Organizations should adopt this practice when their performance lags behind industry benchmarks. Financing Decisions and Capital Structure focus on the optimal debt ratio or leverage that minimizes the company's cost of capital. This structure determines the healthcare's ability to borrow funds (short-term and long-term) and the risk of potential financial issues.

Organizations establish this hierarchy when their cost of capital surpasses that of direct competitors and there is a lack of new investments ((Baas, 2012).

Assessment of an Efficient Approach

The effectiveness of an approach can only be considered successful if it fulfills the goals and objectives

it was designed to address. It is important not to be confused by language when trying to navigate the various procedures and systems involved in healthcare management. When you are looking into concerns regarding the business strategic process, you are also evaluating your overall business plan and process.

To evaluate the success of your healthcare plan, follow these steps:

1. Determine your objectives for the healthcare business using the SMART goal technique. Make sure your objectives are specific, measurable, achievable, realistic, and time-bound. Keep a record of these objectives for future reference during the evaluation process.

2. Review your business plan to refresh your memory on your initial strategic plan as you navigate the evaluation process.

3. Prepare an income statement for the period you wish to evaluate, whether it's a year or one quarter. This will allow you to assess sales results. Compare sales during that period with results from the previous period to see if you are making positive progress. Also, analyze your operational expenses to ensure they are not increasing without valid reason.

4. Evaluate the success of your business's strategic plan by surveying your customers, employees, and business partners. You can ask direct questions to specific individuals or create an online survey to gather anonymous responses. This will help you gauge whether you are receiving the desired reactions from these important stakeholders.

5. Finally, take action based on the feedback received in step 4 and make any necessary adjustments to your strategic plan to improve its effectiveness.To monitor the results of your advertising and special plans, utilize the healthcare offered by the organization or analyze the sources of your sales. For instance, some companies create individual websites

linked to specific advertising campaigns to determine the most effective messages and offers (Baas, 2012).

Multidisciplinary Team:
- Core team members
- Non-core team members
- Surgery
- Genetic
- Medical oncology
- Physiotherapy
- Radiology
- Psychiatry
- Radiation oncology
- Nuclear medicine
- Pathology
- Plastic surgery
- Supportive care
- Palliative care
- Genetic practice
- Social work

Specific Roles:
- Radiation oncology: responsible for providing and analyzing information related to various diseases that result in the growth of tumors in patients' bodies, such as breast cancer.
- Pathology: responsible for conducting experiments and providing information in the field of autopsy.

Practically, examined genetic elements of cells and DNA, analyzed the psychological and spiritual symptoms of patients in palliative care, assessed the effects and impact of nuclear-related information in the medical field including UV rays, supervised surgical operation data, oversaw patients' care in medical oncology, monitored the physical performance of patients in physiotherapy, and controlled debilitating symptoms in psychiatry to improve patients' function.

Team Management

The team will be developed using the transformational style of leadership. This style addresses the fundamental challenges faced by an organization or association, including attitudes, behavior, and culture. These challenges are at the core and can be difficult to identify without thorough examination. As a transformational leader, I will strategize and set goals, communicate effectively, and build trust to inspire and focus the team on driving change and achieving successful outcomes. Each member of our healthcare team, who specializes in different fields, will be assigned roles aligned with their expertise, all aimed at enhancing Patient-and Family-Centered Care centers.

As the team leader, my role is to oversee the programs and ensure their success (Joint Commission, 2010). To achieve this, a select committee is formed within the

group. This committee is responsible for communication and conducting educative forums and seminars for the targeted group. The aim is to create awareness about the importance of the strategy we want to implement. The idea behind this campaign is to engage the stakeholders of healthcare facilities so that they feel involved in the development process. By doing so, we hope to minimize resistance when rolling out the program. As the leader, I will assess team performance and outcomes using the Supervisor and Team Lead Self-Assessment tool.

This tool will provide a summary of the assessment report that can be used to achieve the team's target needs. It will also allow me to compare my skills and other researched practices to evaluate our rating.

Conclusion

As we have observed, patient and family-centered care is the optimal approach for planning, delivering, and evaluating healthcare facilities. This approach is based on the mutual benefits of partnership between health providers, patients, and their families. It redefines the relationships within the healthcare field.

Thus, both patient-centered and family-centered practitioners play an important role in ensuring that the health and well-being of patients in healthcare facilities is adequately addressed. They recognize the emotional, social, and developmental support that is integral to healthcare services. Their job is to promote the health and well-being of individuals and families, restoring their dignity and giving them control. This approach also influences policies for healthcare, program development, facility designs, and daily staff interactions.

The results indicate that Patient-and Family-Centered Care leads to better health outcomes and resource allocation in healthcare facilities, along with higher patient and family satisfaction. Hence, it is crucial for both the federal and private sectors to promote

the importance of Patient-and Family-Centered Care in the healthcare sector.

Reference

1. Paul, T. (2016). “Nothing About Us Without Us”: Toward Patient-and Family-Centered Care. AMA journal of ethics, 18(1), 3-5.
2. Baas, L. S. (2012). Patient-and family-centered care. Heart & Lung: The Journal of Acute and Critical Care, 41(6), 534-535.
3. Joint Commission. (2010). Advancing effective communication, cultural competence, and patient- and family-centered care: A roadmap for hospitals. Joint Commission.
4. INSTITUTE, F. P., & FAMILY-CENTERED, C.

A. R. E. (2012). Patient-and family-centered care and the pediatrician's role. Pediatrics, 129(2), 394.