My paper on administrator role in managing health care organizations April Dickey
HCA340: Managing in health & human services
April 29, 2013
My paper on administrator role in managing health care organizations Managing a health care organization is not that easy for anyone. What roles does health care administrator have? Is there a need for teams? Do goals help in making the organization successes? What stress is involved? How do you get a work staff to try new things? Is there health literacy and how does it work? Now, managing a health care organization, what do you do with finances? So, managing a health care organization has a lot of key elements. What the most common element that needs change? In my eyes finances is a big issue in many organizations but what’s your thought? Health care administrator are important to the success of interprofessional care because they often are in a strong position to accelerate and champion the organization-wide culture and structure necessary for successful interproffessional care. This potential has been largely unrealized due in part to the sociopolitical structure of health care delivery organizations. Now, in the new environment, clinical professions are being challenged to breakdown their territoriality and focus on shared values (Begun, White, & Mosser. (2011). But collaborative interprofessional practice is construed to clinical enterprise, with not mentioning administrators. The best conceptual approximation of the contemporary health care delivery organization is Mintzberg’s model of the professional bureaucracy (Begun, White, & Mosser. (2011). In that model, clinical profession are given relatively free rein to run the service delivery enterprise, with management and support functions existing for protection and sustenance of clinical professionals (Begun, White, & Mosser. (2011). The services are organized around traditional professional boundaries rather than comprehensive care needs of individual patient and balance of political power among the different professions determines resource allocation (Begun, White, & Mosser. (2011). And reports to other clinical professionals within their discipline, in addition to or rather than the administrators in their unit. The quality of services that require coordination among professions suffers and errors occur (Begun, White, & Mosser. (2011). The opportunity exists for health care administrators to more forcefully contribute to and accelerate the interprofessional care movement (Begun, White, & Mosser. (2011). Now, the pressure for cost control and value creation in health care delivery, for productivity, and for improving quality through integration and coordination are strong and increasing. Interprofessional care movement is part of a response to these forces (Begun, White, & Mosser. (2011). Administrators are in a unique position to add value by using competencies such as coordination, teambuilding, productivity, and leadership, in service of interprofessional care (Begun, White, & Mosser. (2011). Chief implication for role change is that administrators must adopt a different posture toward clinical care than the customary posture (Begun, White, & Mosser. (2011). Also, they have to accept they share responsibility for clinical outcomes even if they don’t fully understand them, and even if the governing board formally delegates much of the authority to the medical staff. Achieve this requires the administrators to receive stronger education and preparation in the competencies of clinical practice support and clinical systems management (Begun, White, & Mosser. (2011). Also, to achieve the competencies requires, arguably, significant changes in the education of health care administrators. With managing capacity in hospitals and emergency departments is a global problem, reaching well beyond the U.S. health care system (Capuano,...
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