...The healthcare industry is characterized by constant changes and dynamism with the aim of providing quality care that is affordable. “Motivation is a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior”(Steers and Porter,1987 as cited by Burns et al 2011). Sharp healthcare’s major objective is to increase the satisfaction of its employees, physicians and patients. To achieve this, the organization adopts techniques such as open communication among workers, re-recruitment of current employees and the development of the workforce. Although these techniques may successfully motivate some workers it may not be as successful in motivating other workers because they are intrinsic factors which do not necessarily motivate everyone. In November 2007, Sharp HealthCare received the Malcolm Baldrige National Quality Award, the nation's highest presidential honor for quality and organizational performance excellence. (Sharp Healthcare, 2015) Due to its success a number of organizations have adopted the sharp’s approach to staff motivation. Analysis of Sharp’s Successful Approach to Motivation In 2001, Sharp healthcare set up six pillars of excellence which served as a bedrock for its healthcare vision. All operations and activities of the Sharp healthcare system were set up to align with the following six pillars of excellence: quality, people, service, finance, growth and community (Wong, 2012).Three...
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...STAFF MOTIVATION AT SHARP HEALTHCARE Sharp Healthcare is an integrated regional Healthcare delivery system located in San Diego, California accounts to serve approximately population of three billion. It comprises of four acute care hospital, three specialty hospital and three medical group plus a full spectrum of other facilities and services. The first Sharp hospital opened in 1955 as Donald N. Sharp Memorial Community Hospital, a nonprofit facility in San Diego. It operate 1,878 beds, has approximately 2600 physician on medical staff , more than thousand physician in two affiliated medical group, and has more than 14,000 employees with $ 5.852 in assets and $ 1.9 billion in annual income. It is San Diego’s largest private employer. Sharp HealthCare is recognized for its commitment to clinical excellence and high-quality patient care by local and national organizations. In 2008, Sharp Healthcare ranked fifth in the California “ best places to work program” in the large employer category and was rated 47th out of top 100 places to work in united states by modern healthcare. Roughly 10 years ago, Sharp HealthCare began a process of self-examination to explore how it could best deliver top-quality health care in the new millennium. After conducting more than 100 focus groups with employees, physicians, and patients, the group reconceived its mission to become an ideal healthcare delivery system and a...
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...Sharp HealthCare National Institute of Standards and Technology • U.S. Department of Commerce Baldrige National Quality Program Sharp HealthCare is San Diego County’s largest integrated health care delivery system, serving greater than 27 percent of the county’s 3 million plus residents—some 785,000 people—each year. A not-for-profit organization, Sharp has an annual net revenue of greater than $1.9 billion; employs a workforce of greater than 14,000 staff members and 2,600 affiliated physicians; operates four acute care hospitals, three specialty hospitals, three affiliated medical groups, and 19 outpatient medical clinics; and manages its own health insurance plan. This vertical integration enables Sharp to offer a full spectrum of health care services, from emergency, hospice, and mental health services to multiorgan transplants and hyperbaric treatment. Continuous Improvement Yields Quality Care, Financial Health In September 2001, the organization launched The Sharp Experience, a performance improvement initiative aimed at transforming the health care experience for caregivers, patients, and their families by reconnecting to purpose, worthwhile work, and making a difference. Today, all operations and activities are aligned under Sharp’s Six Pillars of Excellence—Quality, Service, People, Finance, Growth, and Community. Simply put, The Sharp Experience is the organization’s core competency and means for Sharp to achieve its vision to become “the...
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...cheese is a model of accident causation which is used risk management and its analysis in system of healthcare, aviation, and engineering. Swiss Cheeses Model compares human system to Swiss cheese slices. The slices are piled together with one another. Basically it was founded in 1990, by James T. Reason, a British psychologist of University of Manchester. The model gained wide acceptance and has been used by healthcare industry, emergency services organizations, aviation industry, and safety industry since it was developed. It is also known as cumulative act effect. According to a survey, in most of the cases, there can be four levels of failure for an accident: unsafe supervision, unsafe act of themselves, organizational influence, and preconditions for unsafe acts. James T. Reason, in his Swiss Cheese Model developed defenses of organization against the failure and represented barriers as slices of Swiss cheese. And individual weaknesses are shown by the holes in the slices as part of the system, and all holes are different in position and sizes in those slices. The failure of the system occurs when holes in slices simultaneously align in aggregate, giving permission, as James Reason's said “a trajectory of accident opportunity", so that in all the defenses, jeopardy passes through all holes, which causes failure. Discussion The theory of James T. Reason involves mathematical analysis and is complicated and also involves underlying and active failures. Swiss cheese...
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...Sunday, September 16, 2014 Leadership Strategies Leadership Strategies In the hospital setting many interdisciplinary teams exist to improve patient care. As a member of an interdisciplinary team the nurse is able to provide valuable insight from the nursing perspective and may lead the team to achieve goals. One leadership strategy the nurse may employ is to be a visionary presenting a plan. Enlisting the support of the team to implement a plan through motivation is one example of leadership. A leader must have excellent communication skills to engage the unit staff cooperation in initiating the plan. The unofficial leader builds on abilities to inspire, creates enthusiasm and provides support to the care team members as the plan is implemented. The role of team leader does not have to be by a person in a formal leadership position. Often it is best filled by a front line staff nurse who is able to effectively gather support from her team members on the nursing unit. The leadership strategies exhibited by the nurse are being a visionary, a motivator, a communicator, an inspiration, mentor and even a cheerleader by creating enthusiasm to plan, initiate, implement and evaluate the plan of an interdisciplinary team. Active Involvement Active involvement of a nurse in the interdisciplinary team allows a well round view of processes that closely impact patient care. By having the nurse represent the nursing unit, much information can be learned about the core...
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...Improving Staff Communication and Relations (Author’s Name) (Institutional Affiliation) Introduction Healthcare is a responsibility of everyone, but the overall custodians are health practitioners within the society. Healthcare provision system needs doctors and nurses who are well qualified to handle any cases no matter the severity of the condition of the patient. Some patients are usually in such disparate and distinct conditions that require carefully crafted professionalism and minimal ineptness from the doctor for them to survive. Proper service requires transparency, care integration, patient engagement, restoration of joy and meaningfulness and medical education reforms. There is always room for quality improvement as the fronts keep widening and each hospital has to keep increasing the quality of service, beginning from its staff to quality of machinery and equipment. There are established approaches to quality. These approaches include PSDA cycle, the six sigma; which identifies the needs and causes for variations in meeting these needs, structured methodology that define, analyze and control (DMAIC). The critical human factors espouse the team performance, understanding of effects, tasks, equipment, organization on human behavior and abilities, workspace and culture. These should guiding principles for those who work within the practice. During my rounds in Sabah Hospital in Kuwait country, I observed quite a number of malpractices, or rather ineptness by...
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...Social Responsibility Strategy for Metropolitan Hospital Every industry has the duty to do the right thing, or be socially responsible, but this is especially true in healthcare where the very foundation is preserving life and doing no harm. This report will consider environmental, ethical leadership, organizational viability and legal aspects pertaining to Metropolitan Hospital and make recommendations for a corporate social responsibility (CSR) strategy in each area. A.1. Environmental Considerations and Recommendations Healthcare has a tremendous impact on the environmental footprint. Consider the amount of waste the healthcare industry produces; the EPA estimates that hospitals produce 7000 tons of waste per day (Sustainable Healthcare, n.d.). This waste includes regulated medical waste (infectious, biohazardous or red bag waste), solid waste, hazardous waste, recycling, pharmaceutical waste and construction or demolition debris. Some of these wastes have a direct effect on global warming by releasing harmful greenhouse gases into the atmosphere. Harmful greenhouse gases (GHG) that hospitals produce include carbon dioxide, methane, nitrous oxide and fluorinated gases such as sevoflurane, isoflurane and desflurane. Incineration and landfill disposal of solid waste causes carbon dioxide to be emitted into the atmosphere. Methane, with six times the global warming capacity of carbon dioxide, is also a by-product of landfills. Nitrous oxide and fluorinated gases are common...
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...rationale for selection of topic is that Leg ulcers (LU) cost this country’s health service an estimated 200million quars per year in hospitalisation fees for those individuals who do not have health insurance (Quacker Health Board [QHB] 2012, Wilson 2010). An outline of LU is provided in Appendix One, while Appendix two provides a synopsis of MA and her LU. Community nurses are increasingly seeing patients with LU as insurers only pay for three episodes of treatment for one condition (Medins 2011). This disadvantages those patients like MA, as if they have a long term or chronic condition they may not receive treatment or care and this in turn will raise the country’s morbidity and mortality rates. In the UK the Government provides all healthcare free at the point of delivery and prevention of ill- Health and patient’s taking responsibility for managing their own illness or disease is viewed as an important Public Health Strategy ( DH 2010). In this assignment I will discuss strengths and limitations of evidence based practice (EBP),sourcing different forms of evidence which will enable me to provide the best evidence-based practice I can for my patients. How I sourced evidence will be discussed, but a wide range of literature will be utilised to support my discussion and assist my acquisition of further knowledge around not only management of leg ulcers but also EBP. Evidence based Practice (EBP) is a term referring to reliable, clear and sensible use of up to date best evidence...
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...February 2, 2014 To: Mr. William Harkey From: Natalie N. Painter Subject: Research Analysis Two articles selected for review derive from The Journal of Perinatal Education. The first article I read was titled, “Evidence Based Maternity Care: Can New Dogs Learn Old Tricks?” It was written by Merilyn Curl. Curl is a Certified Nurse Midwife, Lamaze Certified Childbirth Educator, and a Fellow of the American College of Childbirth Educators. The article illustrates the efforts of reform applied to the founding cultures and purpose given to a modern day Certified Nurse Midwife. Assessing the Situation She begins unfolding her story at the time of hire with a concise perspective of the culture and practices of the community hospital she worked for. Curl describes the time old “Nursing Process” as assessing the situation, making a plan, then finally evaluating the outcome. She follows this same progression in her attempt to restructure nursing practices at this community hospital. She very clearly presents her personal experience as what practices (whether or not they were best practices) she was seeing in the nursing community verses research based best nursing practice. One piece of evidence she presents for this is how “This meant that labor nurses were assigned only one patient allowing the time to provide continuous labor support. Despite strong encouragement to remain at the bedside, most nurses remained tethered to the central monitoring station” (p.235). This...
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...Arroyo Fresco Community Health Center Case Study Analysis Abstract Arroyo Fresco (AF) currently provides services through eleven clinics and four mobile service vans across western Arizona. The three counties that are served through AF provide high quality primary care and preventative services to demographic areas with diverse geography, culture, income, and other varying factors (“Arroyo Fresco,” 2006). The facility guides its decision making process for organizational strategies with the combination of FOCUS and SWOT analysis. This allows for a well-rounded check and balance system to manage and prepare for current and future strategies for short term and long term processes. The increase in financial demands, consumer expectations, partnerships and mergers, quality of care given, and health care reform restructuring have placed a lot of expectations on health care facilities (“Creating an ethical culture,” 2011). The organizational strategy proves to be an important structure in order to provide a clear definition on how AF can change over time in order to successfully deliver a strategy and action plan that will benefit the short term and long term projections within the company (“Executive Insight,” 2008). AF has an found areas to improve the job descriptions, relationships, and management processes (Miles, Snow, Meyer, and Coleman, 2013). The organization strives to establish a strategic set of goals that will monitor, advance, and demonstrate health care results...
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...Baldrige National Quality Award for Health Care Organizations Elaine Reeves HCA 375 – Ashford University Paula Arceneaux December 5, 2011 Quality Improvement in Healthcare Health care is something commonly visited with my family and me. Having three children in the last seven years, my family and I have had our share of hospital and medical office visits. The quality in care does not go unnoticed as I see many areas that need improvement, as well as other areas that are exemplary. One measure that many organizations utilize is continuous quality improvement (CQI). It is a structured organizational process by which personnel plans and executes a constant flow of improvements in order to provide exceptional quality healthcare (McLaughlin & Kaluzny, 2006). CQI is an approach to quality management, where traditional quality assurance is implemented and emphasizes on the systems of the organization. Aside from gaining satisfaction and confidence from patients, quality improvements of a healthcare organization (if applied successfully) can earn prestigious awards. When quality in healthcare meets government regulations and standards, and when satisfactory is met with the public and/or patients, many organizations are recognized for their achievements in quality. Some organizations are rewarded, along with their recognition, with awards reflecting their success. One such award is the Malcolm Baldrige National Quality Award. Stated in the article Four U. S...
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...segregated, waste containers not coded/labelled, no secured storage area for waste, no budget specifically for medical waste management and no waste management manual in the hospital. Conclusion This study has shown that, waste management in the hospital is poor and has health implications to the handlers, staff, patients and visitors. Keywords: medical waste, Bawku Presbyterian Hospital, waste segregation, waste storage. Introduction Health care services generates waste just like other human activities which has to be managed and dispose in a safe manner to avoid or reduce risks it poses to the health of the healthcare providers, clients and the community within the operational area. In the management of waste, a healthcare waste has the higher priority due to their hazardous nature. According to World Health Organization (WHO) some part of healthcare wastes are considered most hazardous that can affect human health and pollute...
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...Workplace HCS/438 May 6, 2014 Statistics in the Workplace The healthcare setting has used research and statistics to aid in standardized care by implementing best practice measures. This is also known as evidence based practice. Statistical information that is gathered is then used to help compare present and past performance, as a guide for planning future development, appraisal of work performed by healthcare staff, hospital or clinic funding, and research (International Federation of Health Information Management Associations, 2012). The purpose of the following paper is to discuss the use of statistics within Mercy Medical Center located in Des Moines, Iowa by using examples and explanations of terms used in statistics such as descriptive and inferential statistics and the four levels of measurement. Within Mercy Medical Center, nursing care is centered around the use of evidence based research thus making it important to understand the basic use of statistics in evaluating research. Hospitals must monitor for the amount of infections which occur in various units continuously since an infection can adversly afffect a patients treatment and may possibly lead to death. One of the infections which can occur is central line acquired blood stream infections (CLABSI). The raw data that is gathered from CLABSI is an example of descriptive statistics. The term descriptive statistics is given to the analysis of data which helps to describe, show, or summarize data in a meaningful...
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...Financial Data Analysis HCS/577 July 14, 2014 Financial Data Analysis Patton - Fuller Community Hospital | Balance Sheet as of December 31 | 2009 and 2008 | (In thousands) | (Audited) | 2009 | 2008 | Assets | Current Assets | Cash and Cash Equivalents | $22,995 | $41,851 | Assets of Limited Use | $27,594 | $41,851 | Patient Accounts Receivable (1) | $58,787 | $37,666 | (net of Allowance for Bad Debts 2009: $11,757 / 2008: $7,533) | Other Receivables (3rd party payer settlements | - | $87 | Inventories | $18,396 | $8,370 | Prepaid Expenses | $95 | $201 | Total Current Assets | $127,867 | $130,026 | Other Assets | Funded Depreciation | $137,970 | $167,404 | Held under Bond Indenture | $73,584 | $75,332 | Property, Plant and Equipment, net | $248,346 | $175,774 | Total Assets | $587,767 | $548,535 | Liabilities and Equity | Current Liabilities | Current portion of long-term debt | $14,599 | $4,185 | Accounts payable, accrued expenses | $9,198 | $4,185 | Bond interest payable | $10 | $10 | Total Current Liabilities | $23,807 | $8,380 | Other Liabilities | Long term debt | $452,945 | $209,255 | less: current portion of long term debt | $14,599 | $4,185 | Net long term debt | $438,346 | $205,069 | Total Liabilities | $462,153 | $213,450 | Patton - Fuller Community Hospital | Statement of Revenue and Expense | 2009 and 2008 | (In...
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...HCS 577 September 2012 Health Care Budget Manage a health care organization is not an easy task, the compromise with the community to provide an excellent service and the responsibility of keeping the profitability and viability of the organization makes health care management a complex and every day challenging profession. It require effective practices to avoid the failure of the business. Independently if the organization is not-for-profit or for-profit, a vital duty of the management team is to keep the organization finances in a status that allows it to operate, and produce a level of revenue that secure its existence over the years. To reach these objectives, managers must perform key functions that involve planning, decision making, controlling, organize, staffing, among others. The planning function is a vital chore of health managers that includes the identification of goals, and objectives to take the organization to the desired future state based on the current conditions (Liebler & McConnell, 2008). As part of the planning process, the task of budgeting plays an important role in the effective guidance of the organization toward the established goals and financial stability. Budgets permit managers to allocate financial resources in the planning process, evaluate the financial performance of the organization in a specific period as well as planning, control, and establish benchmarks with previous years details to identify strengths and weaknesses that will...
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