SLP: Second Part
Many healthcare programs have modified their operational design and culture to one of being patient-centered while being fiscally viable. As part of your interview of a healthcare manager or executive selected for module 1 discuss how the program was or will be transformed to be patient-centered. In your discussion please address the following questions.
- How was the program restructured or reengineered to adapt to internal and external factors impacting it?
- What internal and external factors were considered in the transformation?
- What were the barriers or obstacles were encountered (e.g. internal politics, economics, resource limitations, time constraints, etc.).
- What is the potential impact on the program of technology, legislation, etc on the services provided on the program.
*Please note that you may add any additional questions that tie into the themes presented in module 2.
SLP Assignment Expectations
- Please make sure that you include scholarly references to support your interview.
- Be sure to conduct additional research to gather sufficient information to familiarize yourself with the facts of the case and be sure to justify/support your position.
- Limit your responses to a two – three pages. Times new roman font DS
- Please support your discussions with scholarly support (3-5 references). Be sure to properly cite all references.
- Apply critical thinking skills the the assignment component
Module 2 – Background
Organizational Design, Culture, and Adaptation
Required Readings
Applebaum, S. H. & Wohl, L. (2000). Transformation or change: some prescriptions for health care organizations. Managing Service Quality. Bedford: 2000. Vol. 10, Iss. 5; p. 279.
Coddington, D. C., Fischer, E. A., & Moore, K. D. (2000). Characteristics of successful health care systems.Health Forum Journal. San Francisco: Nov/Dec 2000. Vol. 43, Iss. 6.
Dubbs, N. L. & Browning, S. L. (2002). Organizational design consistency: The PennCARE and Henry Ford Health System experiences / Practitioner application. Journal of Healthcare Management. Chicago: Sep/Oct 2002. Vol. 47, Iss. 5; p. 307.
Ghodeswar, B. M. & Vaidyanathan, J. (2007). Organisational Adoption of Medical Technology in Health Sector.Journal of Services Research. Gurgaon: Oct 2007-Mar 2008. Vol. 7, Iss. 2; p. 57. Note – please read only the first sections up to the “Discussion” section.
Holden, M. J., Izzo, C., Nunno, M., Smith, E. G., Endres, T., Holden, J. C., & Kuhn, F. (2010). Children and residential experiences: A comprehensive strategy for implementing a research- informed program model for residential care. Child Welfare, 89(2), 131-49.
Roy Liff. (2011). Promoting cooperation in health care: creating endogenous institutions. Qualitative Research in Organizations and Management, 6(1), 46-63.
Vachon, G., Ezike, N., Brown-Walker, M., Chhay, V., Pikelny, I., & Pendergraft, T.. (2007). Improving Access to Diabetes Care in an Inner-City, Community-Based Outpatient Health Center with a Monthly Open-Access, Multistation Group Visit Program. Journal of the National Medical Association, 99(12), 1327-36.
VanVactor, J. (2011). A case study of collaborative communications within healthcare logistics. Leadership in Health Services, 24(1), 51-63.
Optional Readings
Cuellara, A. E. & Gertlerb, P.J. (2002). Strategic integration of hospitals and physicians. Working Paper.
Kovner, A. & Neuhauser, D. (2001). Health service management: Case studies. Sixth Edition, Illinois: Health Administration Press.
Mintzberg, H. (1989). Mintzberg on management:Inside our strange world of organizations. London: Free Press.
Roberge, P., Fournier, L., Brouillet, H., Hudon, C., Houle, J., Provencher, M. D., & Lévesque, J. (2013). Implementing a knowledge application program for anxiety and depression in community-based primary mental health care: A multiple case study research protocol. Implementation Science, 8(1), 26.
