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Questions 1 to 8 requires 150- 200 words

FOR #10 & 11 PLEASE SEPARATE THE TWO PAPER, SUBMIT SEPARATELY AND USE APA STYLE TO FORMAT THE PAPERS

1. Based on your research and experience, select an organizational structure you think a health care organization might choose. Briefly explain the rationale of that choice. What communication method is most appropriate for managers in this model? Why?

2. Consider the communication resources that management has available.  How can management best help squash the rumor mill and ensure the most accurate information is available across the organization?

3. I have found that students sometimes have difficulty picturing the matrix structure, as it is by its nature not as straightforward as some of the more “classic” structures. In a typical matrix structure, an individual has two ‘bosses’ to report to. One may have a “normal” supervisor from an HR perspective and also a functional / technical supervisor for a specific function.

I bring this up because of its tie-in with how a project team often operates.  Members end up ‘serving two masters,’ as the saying goes. Not only do you have the stress of meeting project deliverables, but also the stress of competing priorities for your own time.

Please give two examples of matrix structures from your organizations? How successful have they been?

 

4.  We consider leading and developing teams in the health care environment, including some characteristics of strong, effective teams. Discuss what factors you feel lead to effective health care teams? Conversely, what causes some teams to fail? You may give some examples from your experience to illustrate your position.

5.  I think we would all agree that an effective team requires members with the requisite skillsets to understand the implications of proposed changes and make sound recommendations for leadership to act upon.  HOWEVER, given the busy demands of patient care and the political realities of competing priorities in any health care organization, how often does it happen that a section gives up a body to a committee because they are 
the most available

 rather than 
the most capable

6. The need for good communication underlies the social fabric which surrounds even the most seemingly insignificant of changes – and even more so for major changes like moving buildings! But what happens when the expected level of communication is not enough to overcome unexpected challenges…? How would a good management team plan for the kind of all-too-human disruptive follow-on effects that can be caused by disgruntled employees? What kind of training, policy or other mitigating steps would smooth out these kinds of problems before they get out of hand?

7. How does Successful Managers Communicate? What do you think about successful managers? How does communication make one a successful manager? What do you think?

8. Read and discuss this article: Teamwork as an Essential Component of High-Reliability Organizations

http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1955345/

9.
See Case Study—- Attached

10. Consider the following scenario: You are a manager of a large rehabilitation center that provides short-term care rehabilitation services on an inpatient and outpatient basis. Your center is proposing a new addition of long-term care services and, with this expansion; you must hire and train several new employees.

Identify the audience–for example, a board of directors or a new management team following an acquisition or a merger. Provide a rationale for your audience selection.

Develop an action plan for the final presentation. Determine what process you will follow to complete the assignment.

Cite two to three references, one of which may be textbook and other source to support your position. You will use these references to complete your final presentation.

Format the reference list consistent with APA guidelines. 

11. Consider the following:  Workplace trends within and outside health care require employees to connect with an ever-widening array of coworkers, consultants, off-site employees, and other resources. Sharing knowledge is critical to any organization’s success, especially in the health care industry.

Write a 700- to 1,050-word paper in which you address the following questions:

Which organizational model best describes your organization or an organization with which you are familiar? How does your organization currently share knowledge or involve employees in formulating solutions to problems?

Include the following in your paper:

· The techniques that have been most effective for sharing information and ideas

· The techniques that proved to be ineffective

· How these techniques might be applied or modified in a health care work environment

· How  technology might also affect this process

Cite a minimum of three references, one of which may be your course textbook, to support your position.
Format
 your paper consistent with APA guidelines.

Introduction to

Health Care

Management

Second Edition

Edited by

Sharon B. Buchbinder, RN, PhD

President

American Hospital Management Group Corporation

MASA Healthcare Co.

Owings Mills, MD

Nancy H. Shanks, PhD

Professor

Department of Health Professions

Health Care Management Program

Metropolitan State College of Denver

Denver, CO

Choosing a Successor—


The Case

Paul is the 62-year-old administrator of the multispecialty Ambulatory Care Center. He

has worked at the Center for many years. He is planning his retirement one year from now,

and he wishes to begin the process of training a successor. He has three possible internal

candidates for the position. Your job is to evaluate these managers and help Paul choose

the best new leader for the organization.


Important Facts to Know

The Ambulatory Care Center is a medium-sized facility serving an average of 80 patients

on a daily basis. There has been little growth over the last few years, and the direction of

the Center needs to change in order for it to remain viable. Historically, the Center has

served a predominance of senior citizens, reflective of the surrounding community; however, the neighborhood is changing. More and more young families are moving in, and

there are now many young adults and school-age children in the surrounding community.

Additionally, the ethnicity of the neighborhood is changing, with more and more families

of Hispanic or African American origin.

The financial base that supports the Center is gradually changing from payments that

come predominantly from Medicare and private pay to a financial base where payments

are mainly coming from a combination of group insurance, Medicaid, and cash patients.

Many of the adults work at the car manufacturing plant that was recently built in their city.

These individuals and their families have high-quality group insurance. The Center would

like very much to “tap into” this insured group and is interested in contracting with them

for services for their employees.

Because of these changes in the surrounding community and the resulting impact on

their financial base, the Center wants to change direction for the future. They wish to

redesign their image and how the community views them. They no longer wish to be identified as just a clinic mostly for seniors, but as a Center for all who need medical care.

The Center wants it to be known that they can care for all ages. They are particularly

interested in making sure that people are aware of the many services they can provide for

children, including newborn screening for metabolic, sickle cell, and other genetic disorders;

special programs for diabetic children; and specialty treatments for children with

ADHD, autism, and Asperger’s syndrome. The addition of a specialized pediatric group

to their physician base has made these services possible, and they want to get the word out

to the community as to their availability.


The Candidates


Candidate #1

The first person being considered for the new leadership job is Taneshia. She is an African

American woman, age 36, who has worked for the Center for the last three years. She has

her bachelor’s degree in health administration and is a registered record administrator. Her

college minor was in human resources management.

She is currently the director of health information management systems, has done well

in her job, and has increased reimbursement for the Center. One of the ways in which

Taneshia was able to increase the reimbursement figures was by implementing electronic

medical records in her department. The transition from paper to electronic record-keeping

has been difficult, but Taneshia is very good with technology, and she has led her department with a sure hand. The introduction of electronic medical records has also decreased record-keeping errors. Taneshia makes a point of keeping up-to-date with all the latest advances in her field of expertise. She is entrepreneurial and innovative.

Taneshia has a directive management style when she is training those under her.

Unfortunately, she is also somewhat pompous and opinionated and feels no one knows as

much about the work of her department, or about computers, as she does. However, the

training of her staff, despite her style, has achieved the goal of having her people do better and more accurate coding work. Correct coding has resulted in fewer appeals and more payments for the Center. She accomplishes her goals—but tends to push her people a little too hard. She has done outstanding work in regulatory compliance by volunteering to make sure that all reporting for the entire Center is completed. There was, at one point, some question as to whether her reporting methods were accurate or whether she was just reporting what the Department of Health wanted to hear. However, no improper conduct was ever proven, and the Center remains in good standing with the local regulators.

Additionally, she has created a strong liaison with the physicians by providing them with

extensive peer comparison statistics. She has created a great deal of transparency with her new and improved record-keeping methods, and this has motivated the doctors to work better and smarter. They have increased their productivity, and this has also helped to increase revenue.

Taneshia is married and has no children. At this time, she has no plans for a family.

She and her husband are busy with their respective careers. She is unsure if she wants to

pursue a further degree, such as a master’s. She works whatever hours are necessary to get the job done.


Candidate #2

The second person being considered for the new leadership job is Felipe. He is a Hispanic

male, age 29, who has worked for the Center for the last five years. He started with them

directly out of college and has worked his way up to where he is now—the director of community outreach. He has his bachelor’s in health administration, and he just finished

his master’s in business administration. His duties include marketing and contracting with managed care companies. He has done well in his job and is seen as a talented negotiator. He understands contracts and is good with people. He has signed a number of lucrative contracts for the Center.

Felipe has no employees directly reporting to him. However, now that he has his master’s

degree, he is interested in moving into operations in his next healthcare job. He feels that he would be good at leading, directing, and managing employees, and he would like to take on this added responsibility. He has already started to look around for new job possibilities.

Felipe has a participative management style, and he is professional in his demeanor. He

is well liked both at the Center and out in the community. He has improved the reputation

of the Center in the surrounding neighborhood simply with his engaging personality

and his involvement in community outreach. His youth, good looks, and charming personality have made him popular with his female employees; however, there has never been any hint of scandal associated with his name. Felipe is considered to have high integrity, and he cares deeply what people think of him.

Due to his external community focus, Felipe is not required to be at the Center on a daily

basis. He is expected, though, to be out in the field 40 hours per week developing new and

nurturing old business relationships. There were rumors that he was attending his MBA

classes when he was supposed to be working and did not have Paul’s permission to do so.

Felipe is single and has no intention of getting married anytime soon. He works many

hours of overtime and appears to be willing to go the extra mile and give the time necessary

to get something done.


Candidate #3

The third person being considered for the new leadership job is Amanda. She is a Caucasian

woman, age 45, who has worked for the Center for the last 10 years. She started as a front

office receptionist in order to “get in” and has worked her way up to the job of business

office manager. She has a bachelor’s degree in health administration. Amanda has a professional style and dresses well. She is a confident woman with a positive outlook on life. She is highly motivated to do a good job and motivates those around her.

Amanda oversees a large and varied group of workers, ranging from receptionists to billing

clerks. She has done well in her job and has increased reimbursement for the Center.

She has done this by first teaching and training those in her department to do effective

billing and collection, resulting in faster claims turnaround and fewer denials. Second,

she has improved information collection at the front desks. The receptionists now make

sure that all information on the intake forms is filled out completely, that copayments and

deductibles are collected, and that correct authorizations are in place before a patient is

seen. Amanda was instrumental in the purchase and installation of a new billing system

that helps her people do an excellent job.

Amanda is well liked by her employees. She has good coaching skills and gives her people

credit for their accomplishments. She rarely takes credit for herself. She has a great deal

of confidence and is able to easily instill confidence in those around her. She has integrity

and is well known throughout the Center as the “go to” person if you have a problem.

When the current leader is out of town on business or goes on vacation, Amanda fills in

for him. She has done this on numerous occasions.

Over the years, the employee base at the Center has gradually changed, and now there is

great variety in the ethnicity and nationality of the employees. Amanda is not that comfortable working with people of backgrounds different from her own. She is aware of this insecurity and is working to correct it by meeting and greeting all those who work for her on a daily basis. Because of her assertive leadership and the aggressive collection methods that she has her people use, both at the front desk and later via telephone collection, the patients tend to complain to their doctors. The doctors, in turn, complain to Amanda, asking her to “soft pedal” the requests for money. She has no sympathy and tells the doctors it is her job to collect money and she’s going to do it in every way that she can.

Amanda is married and has two adolescent children and a busy life. As a result, she has

never pursued her master’s degree. She has never felt she had the time. Because of her children, she rarely works past 5 p.m. She puts in her 40 hours faithfully and then heads for home.

Write a 150-word summary of what you have learned during this case study. Use the following question below to answer

· Which of the factors you consider important would most favor Taneshia? Felipe? Amanda?

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