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.

  1. How was the program restructured or reengineered to adapt to internal and external factors impacting it?
  2. What internal and external factors were considered in the transformation?
  3. What were the barriers or obstacles were encountered (e.g. internal politics, economics, resource limitations, time constraints, etc.).
  4. 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

  1. Please make sure that you include scholarly references to support your interview.
  2. 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.
  3. Limit your responses to a two – three pages. Times new roman font DS
  4. Please support your discussions with scholarly support (3-5 references). Be sure to properly cite all references.
  5. 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.

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