Free «Southeastern Regional Medical Center Case Study» UK Essay Paper
Table of Contents
- The Importance of Aligning Physician Incentives and Achieving Clinical Integration
- Buy Southeastern Regional Medical Center Case Study essay paper online
- The Provision of the Leadership Required for Different Units of a System to Think in Terms of Overall System Performance rather than Just in Terms of Particular Unit’s Performance
- The Development of Information Systems to Support the Integration of Clinical and Managerial information
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The Southeastern Regional Medical Center is a top healthcare provider in Southeastern North Carolina. The hospital has evolved from a small community medical center to the leading regional one that delivers a broad range of services. It has advanced to the capacity of 325 acute beds, 12 hospice houses, and 115 long-term care beds (Standard Register, 2011). Its emergency department receives more than 73,000 visitors annually from every region (Standard Register, 2011). The Southeastern Regional Medical Center is known as a community provider of treatment for all people irrespective of their ability to pay. The paper focuses on issues facing this medical institution, where the main recommendations that can help in resolving them will be discussed in detail.
The Importance of Aligning Physician Incentives and Achieving Clinical Integration
Among the most important issues in the case study, there is a problem of physician compensation and incentives. It is significant for the Southeastern Regional Medical Center because it can contribute to low productivity in the organization. Therefore, one of the recommendations is that the latter should focus on aligning physicians’ incentives to achieve clinical integration. As a way of reaching this goal in a healthcare setting, physicians have to be motivated financially for great efforts that they make to serve patients. There is a need to develop a good incentives strategy that will ensure that healthcare providers are fairly compensated. Whenever there are incentives, physicians are motivated to contribute their skills and experience to the welfare of the Southeastern Regional Medical Center (Standard Register, 2011).
The Southeastern Regional Medical Center must design strong incentive plans that will focus on rewarding the efforts of physicians, as well as encouraging productivity. The same will help in achieving shared goals in quality and care control. With the right incentives, physicians will build a strong sense of belonging to the organization and will direct all their work at quality improvement and the provision of quality care (American Hospital Association, 2011).
In the case of the Southeastern Regional Medical Center, it lacks a plan that recognizes and motivates physicians when their performance is commendable. As a result, the whole process of motivation becomes useless since healthcare providers’ efforts will not be rewarded instantly (Standard Register, 2011). Because of the current situation in the hospital, it is impossible to achieve clinical integration.
The Southeastern Regional Medical Center experiences low productivity, since mployees do not meet set performance targets. Incentives can address the issue of low performance. The success of the Southeastern Regional Medical Center lies with this factor. Thus, the company must ensure that systems are set to promote the productivity employees by making it correlates with their personal income and incentives they get (American Hospital Association, 2011).
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The Provision of the Leadership Required for Different Units of a System to Think in Terms of Overall System Performance rather than Just in Terms of Particular Unit’s Performance
One of the problems facing the Southeastern Regional Medical Center is that there is no cooperation between the senior management and physicians in pursuing the organization vision. Therefore, the next recommendation is to provide leadership focusing on overall system performance rather than just on particular unit’s one. Fredheim, Danbolt, Haavet, Kjønsberg, and Lien (2011) confirm that cooperation and collaboration among professionals in the healthcare sector is important in enhancing the quality and safety of patients. The Southeastern Regional Medical Center lacks strong leadership in individual units, but as noted by Bridges, Davidson, Odegard, Maki, and Tomkowiak (2011), effective leadership is important for healthcare facilities to be able to serve a more diverse population and use more than one discipline to address patient’s needs. The lack of this form of leadership negatively affects the facility. Different units do not work towards a shared vision, but rather operate as separate parts, which are not unified by a common purpose. The organization has reported poor performance in such departments and even in its overall performance because of the lack of strong leadership, the efforts of which will be oriented at the success of the whole hospital. It can result in a situation where organization departments compete rather than consolidate their efforts towards the overall successful performance of the company. The issue is important for the case since without strong leadership, it is impossible to achieve the organization’s vision and make every employee play a particular role. The most notable thing is that such objectives take efforts of every party in the organization. The management cannot achieve the overall mission alone if they do not involve employees (American Hospital Association, 2011). The latter are important in the achievement of organizational success. The top management sets plans and divides roles among employees. A strong leadership system is very imperative since it will help in determining a direction for various units and shift the focus of various players to the achievement of the shared vision. When departments concentrate on the overall performance of the organization rather than individual work, it is easy to achieve the organizational mission (American Hospital Association, 2011).
The Development of Information Systems to Support the Integration of Clinical and Managerial information
Another issue facing the Southeastern Regional Medical Center was the existing challenge of electronic health records, as well as a complicated financial system. The above problems are significant because they are likely to impact the efficiency and quality of services provided. Developing information systems for supporting the integration of clinical and managerial information is an important recommendation to the hospital. Its implementation will ensure smooth running of organizational affairs since managerial and clinical data will be well managed. Electronic health records present an important tool in the modern health care system. In the case of the Southeastern Regional Medical Center, there were some challenges connected with such technology, and this prompted employees to abandon the system. Electronic health records are associated with high efficiency and quality results (Standard Register, 2011). In one way or another, the unresolved issue of the use of such a system can be a fundamental problem causing low productivity and poor performance in the organization. Therefore, there is a need for developing information systems that will help in promoting clinical integration. The problems with the management can also be resolved through the proper utilization of information technology since all important information will be integrated into a database. Most issues that the organization is facing can be easily resolved through proper information systems, which should be adopted as a way of promoting efficiency and integration in the Southeastern Regional Medical Center.
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The Southeastern Regional Medical Center has faced serious issues, which require urgent solutions. The first important recommendation that the organization should implement includes aligning physician incentives and achieving clinical integration. With the right approach in this field, even employee production will increase. Since the management and employees do not work together towards a shared vision operating as separate entities, it is so impossible to achieve the organization vision. Thus, the adoption of strong leadership within units is also important as a way of ensuring that they work towards achieving the same purpose. Finally, information systems should be adopted to ensure clinical and management integration. Through following this recommendation, even the nonfunctional EMR will start promoting efficiency.
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