Administration and Stakeholders Factor
Administration and Stakeholders factor
Administration and Stakeholders factor
A current study shown by the Health Resources and Services Administration (2004) confirmed that a variety of factors affect the demand and supply of direct-care in health care. These factors can be divided into two groups: policy controllers which they have important impact and exogenous factors, which policy makers have little or no control. Policy controls are recognized as; employee’s pay, behavior of employees, unionization, revenue and principles, employee education and learning programs, management regulation, and new models of care and service.
Organizational factors
As a common rule, managers of health care organizations exist within a unique professional culture (Seidel, Seavey, & Lewis, 1989, p. 10). Management team is needed for any organizations to develop and improve. If a business can effectively knock into the new ideas of all human resources and employees across all of the management level then they will be able to apply new and creative changes within their organization. The first purpose of management is development. Improvement within the organization can add value to a business’s efficiency as long as management learns to roll the modern ideas from managers through the organization. The managerial structure of an organization depends closely on the capabilities of their employees. The more the employees get educated on the modern technologies and ideas, the more efficient and productive they will be.
Leadership team must have the ability to motivate employees to achieve superior goals. Managers must use their leadership skills in new ways in order to help lead employees into building modern ideas for the betterment of the organization. These new innovative ideas will help the employees and management determine new and most important procedures that could develop their business’s infrastructure. Structure and Culture Communication are both a contributory
Administration and Stakeholders factor
A current study shown by the Health Resources and Services Administration (2004) confirmed that a variety of factors affect the demand and supply of direct-care in health care. These factors can be divided into two groups: policy controllers which they have important impact and exogenous factors, which policy makers have little or no control. Policy controls are recognized as; employee’s pay, behavior of employees, unionization, revenue and principles, employee education and learning programs, management regulation, and new models of care and service.
Organizational factors
As a common rule, managers of health care organizations exist within a unique professional culture (Seidel, Seavey, & Lewis, 1989, p. 10). Management team is needed for any organizations to develop and improve. If a business can effectively knock into the new ideas of all human resources and employees across all of the management level then they will be able to apply new and creative changes within their organization. The first purpose of management is development. Improvement within the organization can add value to a business’s efficiency as long as management learns to roll the modern ideas from managers through the organization. The managerial structure of an organization depends closely on the capabilities of their employees. The more the employees get educated on the modern technologies and ideas, the more efficient and productive they will be.
Leadership team must have the ability to motivate employees to achieve superior goals. Managers must use their leadership skills in new ways in order to help lead employees into building modern ideas for the betterment of the organization. These new innovative ideas will help the employees and management determine new and most important procedures that could develop their business’s infrastructure. Structure and Culture Communication are both a contributory
References: Aiken, Linda H., Herbert L. Smith, and Eileen T. Lake. 1988. "Lower Medicare Mortality Among a Set of Hospitals Known for Good Nursing Care." Medical Care. Vol. 32, No. 8, pp. 771-787. Hartz, A., Krakauer, H., Kuhn, E.et al. 1989. "Hospital Characteristics and Mortality Rates." New England Journal of Medicine. 321:1720-1725 Health Resources and Services Administration Health Resources and Services Administration. 1994. Minorities and Women in the Health Fields. Rockville, MD: U.S. Department of Health and Human Services, U.S. Public Health Service. Hilzenrath, David S. 1997. "As Technicians Fill Prescriptions, Pharmacists Branch Out." Washington Post, August 12. House of Commons Health Committee Levy, S. (1992). Hospital leadership and accountability. Ann Arbor: Health Administration Press. Noble, Holcomb B. "Quality is Focus for Health Plans." The New York Times. July 3, 1995. Seidel, L., Seavey, J., and Lewis, R. (1989). Strategic management for healthcare organizations. Owings Mills, Maryland: National Health Publishing Co. Wunderlich, Gooloo S., Frank A. Sloan, and Carolyn K. Davis, editors. 1996. Nursing Staff in Hospitals and Nursing Homes: Is it Adequate? Institute of Medicine. Washington, DC: National Academy of Sciences. Yudd, Regina and Demetra Smith Nightingale