Management

The difference between Horizontal and Vertical Integration

Thu, 18 Mar 2010 14:11:31 GMT

Horizontal Integration - formation of lateral relationships of like entities for purchasing power, marketing, effeciency of resource use. Performe at same functional level. Used to enter new markets or to round out service lines

Vertical Integration - entering different stages of production. Ex. Establishing ambulatory care centers or family practices.

Communications and Information

Tue, 16 Mar 2010 14:54:41 GMT

From the Griffith Book-

What is -

The Organization's Permanent Formal Communication Network

= Accountability Hierarchy.

Used for - Decision Making and Communication of specific goals, like budget approval.

Operational Balanced Scorecard

Sat, 13 Mar 2010 14:27:43 GMT

Which of the following is not considered an "Input-oriented" measure?

A. Demand

B. Human Resources

C. Productivity

D. Cost/Resources

Answer: C-Productivity which is an "output-oriented measure.

Source: Online presentation

Problems with outcome measures

Fri, 12 Mar 2010 04:00:18 GMT

Which of the following is not a validity and adjustment problems that may be associated with outcome measures?

A. They may be difficult to define in some situations, such as terminal care.

B. The measures may not be sensitive because very small percentages of patients fail.

C. It is difficult to aggregate diverse measures into a single index or indicator for an institution.

D. They require subjective assessment of condition.

Answer: D (Griffith and White, page 135)

Understanding patient satisfaction

Fri, 12 Mar 2010 03:37:10 GMT

According to Griffith and White, which patient expectations are administrators more likely to overestimate?

A. Cleanliness of facilities

B. Empathy

C. Assurance

D. Responsiveness

Answer: A (Griffith and White, page 137)

Performance Evaluations....

Wed, 10 Mar 2010 23:36:17 GMT

Griffith and White denote in their text multirater (360 degree) review (128) which is completed annually. Are many of you doing yearly evaluations or are they performed every 6 months? Also has anyone implemented peer reviews and if so how has this worked out in your hospital?

Operational Balanced Scorecard

Wed, 10 Mar 2010 01:24:27 GMT

The six dimensions of the operational balances scorecared are: Demand, cost/resources, human resources, output/productivity, quality and Customer satisfaction. True or false: tradeoffs between dimensions such as cost and quality and volume and quality are sometimes required.

False, source p. 129 Griffin and White

Management operating systems

Tue, 09 Mar 2010 20:02:55 GMT

The slide on the 3 types of operating systems required to manage a healthcare organization was interesting. Strategic, Clinical and Technical/Logistic are the three types of systems described in Dr. White's presentation. I look at the characteristics under each system and feel as though it is pretty inclusive of management responsibilities. Although, unfortunately, it seems many managers get "stuck" in one of the 3 systems either because they have the wrong team underneath them or they lack the strategic planning capabilities. What percentage of time do you feel managers place on each system? Do you think it is pretty evenly distributed or does it vary by the level of management?

Quality of Care Measurements

Tue, 09 Mar 2010 03:01:15 GMT

According to Griffith and White, there are 4 approaches to developing clinical outcome measures:

1) Negative results and unexpected events (deaths, never events, etc.)

2) Subjective assessment of condition (opinion of health status change)

3) Objective assessment of condition (such as a readmission)

4) Placement at termination of care (discharge to hospice, skilled nursing facility)

All of these point to the patient's achievement of an expected recovery. Organizations can review data to assess adherence to national standards and review opportunities for improvement.

Source: The Well-Managed Healthcare Organization, Chapter 4

Management - Medical Staff

Tue, 09 Mar 2010 01:12:25 GMT

Medical staff are important stakeholders in the organization. You need them on your team if you are implementing changes of any sort - new technology, new patient access venues etc. They can make or break you. Always involve them and involve each layer of patient care when making decisions - they all (doctors, nurses, technicians) have unique perspectives that as managment we would never see. Participation at all levels only makes the organization better.

Traits of good management skills:

Mon, 08 Mar 2010 18:06:54 GMT

Listening and responding to customer and team member needs
Teaching team members both technical and behavioral skills
Leading team discussions of opportunities to improve process and performance
Recognizing and celebrating success and exceptional effort
Resolving problems that arise with work processes and conflicts between team members
Using the hierarchy to bring opportunities to the attention of teams that can take advantage of them