Healthcare organization part 2 - 20112

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Healthcare organization part 2

 

Describe the health care organization's service strategy. Include strategies to create a healing environment within your organization that affects patients, visitors, and employees.

  

    The market for health care services is being transformed by mergers and consolidation of various health care organizations and by collective purchasing of health care and insurance, as well as more

"value driven" purchasing by single large employers.  The rapid growth of managed care arrangements is one important component of the change engulfing this industry.The decline in the number of independent hospitals and physician groups is another.

 

Understanding the behavior of health providers and changes in the cost, type, and quality of health services being made available depends upon some analyses of the structure of specific health care
markets.  The Robert Wood Johnson Foundation is now sponsoring a number of descriptive studies of particular health care markets. This solicitation is not intended to replicate these studies. Rather, AHCPR wants to encourage studies that use information now available on different markets to analyze changes in the organization, production, marketing, pricing, quality, access, and distribution of health care services.
 
Factors that might be used to describe the health care markets could include: number, concentration, and administrative linkages of providers; State and local regulatory conditions, especially with
respect to advertising, pricing, and limitations on market entry; the penetration of managed care arrangements; the nature and extent of risk-sharing arrangements between insurers and health care providers; the number of employer or employee coalitions; the size of the market
controlled by public entities; and local economic conditions that might influence demand for care.
 
Researchers might focus on such questions as the following:
 
o  What are the consequences of consolidation among purchasers and suppliers of health care services with respect to the price, quality, and types of services?
 
o  How has concentration on the supply and demand sides of the market affected the profitability, efficiency, and equity of the health care markets?
 
o  How has the form of competition in the health care industry changed and how do these changes relate to the characteristics of specific markets?
 
o  What are the changes in local health insurance markets and how have these changes affected the price and distribution of care, the types and quality of services, and the adoption of new diagnostic and
therapeutic technology?
 
o  How have changes in the organization of providers, regulatory controls, concentration, and demand for services affected the pricing, products, and competitive strategies of different kinds of providers?  Studies could focus on such providers as hospitals, tertiary care facilities, and physician practices
 
o  How have the changes in the markets affected the supply and demand for labor skills, composition and use of health care workforce, technology, equipment, and capital by different groups of providers?
 
One of the major changes in the health care sector is the growth of managed care organizations.  Such organizations include health maintenance organizations, preferred provider organizations, physician-hospital organizations, community health networks, and a mnvariety of other more or less integrated arrangements.  It is important to recognize that the integration of various types ofproviders does not necessarily involve the formation of a managed care entity.
 
Managed care organizations use structured interventions to control health care decisions and the allocation of resources.  These interventions have a number of implications for the quality of services, efficiency of providers, and the cost and price of care. At present there is no clear understanding of the consequences of managed care organizations on these and other measures of
performance.
 
Many managed care organizations have data on the use of covered services and these data could be of value in examining issues involving the conduct and performance of providers.  AHCPR encourages a collaboration between these organizations and analysts seeking to
study the industry.
 
Researchers might focus on such questions as the following:
 
o  How do the organizational and financial characteristics of managed  care organizations (MCOs) affect efficiency, profits, technological approaches, and clientele?
 
o  How do different forms of MCOs affect the way care is produced and resources are employed?
 
o  How do MCOs compete for contracts or patients and how does the competitive strategy influence sales, services, and profits?

 

 How does your service strategy develop a culture of customer service?

1. the first step is in creating customer service strategy is communicating the customer service vision to employees. Employees need to understand what the vision and goal for customer services  is and understand their responsibility to help achieve that vision. For example, an organization that shares a customer service vision and teaches customer service skills is very different than an organization that leaves the front-line employees untrained and unprepared for dealing with customer issues.

 2.  Assessment of Customer Needs

Organizations can’t meet the needs of their customers without a good understanding of what the customer needs and expectations are. An assessment is done by soliciting customer feedback through customer focus groups, satisfaction  surve  and developing a comprehensive plan to meet and exceed the customer needs. The first step in any customer improvement initiative is to talk to the customers to find out their perception of the services being provided and what their needs and expectations are. Organizations fail because they thought they knew what the customer wanted and put together products and programs that they thought the customer would value, only to find out it was not what the customer wanted. Time and money are wasted on developing products and services that do not meet customer expectations. The trick is to find out what it is the customer wants and put together plans to meet those needs. Keep in mind that customer needs and expectations are a moving target. What a customer wants today will be very different from what the customer wants a year or five years down the road. As things change, expectations and needs change also.  

 

 

3.  Hiring the Right Employees

Hiring with the customer in mind is another step in an overall strategy for strong customer service. Screening employees and ensuring that they possess the disposition and skill set to help support a strong customer services  environment is important. Skills can be taught but attitude and personality cannot. It’s a fact of life that not everyone should interact with customers.

4.  Customer Service Goals

Once customer needs and expectations are identified and customer satisfaction is measured, it is time to create goals for achieving customer satisfaction. Employees need to understand what the target is so they can help the organization reach their corporate objectives.

5.  Training

Good customer service skills are innate with some people, but we can all benefit from practical teaching on the organization’s approach to customer service. Much of the training should be practical teaching for how the organization would like the employee to behave in every situation. How to respond to customer complain, how to be responsive to customers, how to meet customer needs, being empowered to perform , how to answer the phone and customer services   standerdare all pieces to a customer service training curriculum.

6.  Accountability

Employees need to be held accountable for achieving customer satisfaction goals. This is part of a comprehensive performance management system and should be culturally expected. Employees should have a good understanding of how their service to the customer affects the organization’s overall performance.

 7.  Reward and Recognition

There should be a well thought out system for acknowledging and rewarding employees for good customer service. Employees need positive reinforcement when they demonstrate the desired behaviors of a strong customer service culture.

Having a strong vision and strategy for customer service is a critical component to the success of any organization. Organizations need to identify who their customers are, what they want and developstrategies to achieve those customer requirements. A strong customer service strategy is what separates the successful organizations from the rest.  

 

  

How does your service strategy create an environment for employees?

The number and significance of challenges facing healthcare organizations are unprecedented. Growing financial pressures, rising public and payor expectations, consolidations and mergers, patient safety and quality improvement issues, and healthcare reform have placed healthcare organizations under great stress—thus potentially intensifying ethics questions and issues.

healthcare executives should lead these efforts by:

  • Demonstrating and modeling the importance of and commitment to ethics through decisions, practices and behaviors;

 

  • Promulgating an organizational code of ethics that includes guidelines for all employees' ethical standards of behavior and practices;

 

  • Reviewing the principles and ideals expressed in vision, mission and value statements, personnel policies, annual reports, employee orientation materials and other documents to test congruence;

 

  • Supporting perspectives and behaviors that reflect that ethics is essential to achieving the organization’s mission;

 

  • Fostering an understanding of the organization’s commitment to ethics by reviewing the principles, values, policies and expectations of the organization while onboarding employees and in other employee communications throughout the year;

 

  • Ensuring that employee behaviors and actions are based on the organization’s code of ethics and ethical standards of practice. Such expectations should also be included in employee orientation and position descriptions where relevant;

 

  • Ensuring that all employees are respected and expected to behave in an ethical manner;

 

  • Fostering an environment where the free expression of ethical concerns is encouraged and supported without retribution;

 

  • Ensuring that effective ethics resources, such as an ethics committee, are available for discussing and addressing clinical, organizational and research ethical concerns;

 

  • Establishing a mechanism that safeguards employees who wish to raise ethical concerns;

 

  • Ensuring that employees are free from all harassment, coercion and discrimination;

 

  • Providing an effective and timely process to facilitate dispute resolution;

 

  • Using an employee’s knowledge, skills and abilities appropriately;

 

  • Ensuring a safe work environment exists.

 

Identify how your service strategy is linked to the organizational vision and  mission.


Vision Statement

 

We lead in the global elective healthcare industry through utilising the most advanced technologies, scientifically analysing our clinical outcomes and by working with the pioneers, innovators and opinion leaders in the healthcare industry.

 

Mission Statement

 

Our mission is to grow and develop our network of clinics globally and provide the highest quality science based technically superior products and services that enhance people's lives.

We deliver on this by fostering a work environment that values and rewards integrity, respect and performance while contributing p

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