Baldrige Criteria Project – Health System Example

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"Baldrige Criteria Project" is a great example of a paper on the health system. In an attender care hospital, leadership is divided into three levels namely senior, middle and lower-level leadership. Senior-level leadership includes all the members of the board of directors. Their main purpose is to design action plans which strive towards creating a patient-focused high-quality service that keeps the hospital competitive and relevant in the changing technological and social healthcare market. They also formulate corporate social responsibility practices to ensure the organization environment (Society) has its interest protected. Corporate social responsibility practices include regular free cancer and chronic diseases checkups and probono healthcare to patients who cannot afford the cost of healthcare. Middle-level leaders are the head of the different branches of tender care hospitals throughout the country.

Their main purpose is the implementation of plans and strategies passed to them by the senior leaders. They are vital in ensuring that the objectives and mission purposes created by senior leadership come to pass. Lower-level leaders are the departmental and group leader whose influence is specifically in the departments and groups they head.

Their influence is greatly felt since they come into contact with the highest number of the hospitals’ stakeholders. They manage specific tasks which ensure the daily running of the hospital is smooth. This categorization ensures that leadership influence is felt throughout the organization and the organization stays sustainable. Communication Communication throughout the organization is treated with importance. In this respect, the network or hospitals have a centralized general department dealing with communication and correspondence. Communication from senior leadership is mainly aimed at middle-level leaders who are entrusted to ensuring that the intents of senior leadership are implemented.

Senior leadership mainly use meetings, letters, emails, memo’ s and telephony to communicate to different stakeholders depending on the urgency, sensitivity, and nature of the matter at hand. Strategic Planning Strategy development                       Tender Care Hospitals believe that strategies are important in success in the healthcare industry. Strategic planning is generally conducted by the strategic planning division of the organization. Key participants in this task may be internal or both internal and external members. Internal leaders are exclusively used when the matter at hand requires utmost confidence due to their sensitivity.

This may include the launch of new products or progress in research and development tasks. Among the involved internal parties are the heads of different divisions and at times some heads of the specific branches under the Tender Care group. The planning process is done under the supervision of the Strategic Planning and Management Division of Tender Care Hospitals.                       External members are sometimes used in the development of strategies. This is mainly when external counsel is needed due to the nature of the subject matter under planning.

External members in strategic planning may include political or community leaders and professionals in different fields that relate to the interest or strategic planning. The introduction of political or community leaders in strategic planning ensures that the implementation of strategic plans will be accepted by the community involved in it. Outsourced professionals provide in-depth knowledge and experience that may be lacking on a full-time basis within the organization regarding the matter under strategic planning.                       Strategy Implementation Strategic plans are then communicated to middle-level leaders and other relevant stakeholders for implementation.

By this, strategic objectives are converted into action plans. Resources are gathered for the implementation of the plans. Qualified Managers of the strategies are selected to oversee the smooth implementation of the strategic plans. These managers may be selected from the existing pool of human resources within the Tender Care hospitals. However, contract jobs may be given to the external organization environment when the plans require full-time management or knowhow not available in the organization’ s workforce. Even with this, the strategic planning and management division retains the supervisory power overall action plans.            

References

Centers for Medicare and Medicaid Services, U.S. Department of Health and Human Services. Quality Improvement Organizations: An Overview. http://www.cms.hhs.gov/QualityImprovementOrgs. Accessed 28th January, 2012.

Dummit, LA (2007). Physician profiling: Can Medicare paint an accurate picture? National Health Policy

Forum Issue Brief. 2007;825:1–11.

Laschober M, Maxfield M, Felt-Lisk S, Miranda DJ (2007) . Hospital response to public reporting of quality indicators. Health Care Financ Rev. 2007;28:61–76.

Varkey, P. (Ed.). (2010). Medical quality management theory and practice. Sudbury, MA: Jones and Bartlett Publishers.

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