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Health Organization Analysis and Presentation

Health Organization Analysis and Presentation

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Write a 1-15 page report and create a recorded presentation of at least 10 slides based on your analysis, research, and recommendations for your chosen health care organization.

INTRODUCTION

In a presentation and report to the leadership team of your chosen health care organization, you will analyze the strategic initiatives of the organization as they ensure access, the quality of services, and cost effectiveness, as well as identify any barriers that will need to be addressed.

Your report and presentation should synthesize all of the feedback and learning from the previous assessments and research and include your three evidence-based recommendations for organizational improvement.

SCENARIO

You have completed your organizational analysis of your selected health care organization and have solicited feedback throughout the process. Now, you need to recommend an organizational structure that successfully drives health care results. You will accomplish this by synthesizing the work you completed in the four prior assessments into the final written document, adding an executive summary, cumulative conclusion, and reference list.Health Organization Analysis and Presentation

You will also need to develop and record a PowerPoint presentation to present to senior leadership or the board of directors about the recommendations you propose.

YOUR ROLE

You are a senior leader of a health care organization, and you have done a complete analysis of the organization. You are tasked with synthesizing all of the analyses, feedback, and research you have reviewed and making solid recommendations to drive health care results for your organization.

REQUIREMENTS

Part 1: Health Care Organization Analysis Report

Complete the remaining report elements, which are listed below, and combine them with the reports you completed in Assessments 1–4. Review the entire document, making modifications on your content based on faculty feedback and what you have learned throughout the course. Ensure that there is cohesion throughout the document. Your report should include the following:

  • Executive summary/abstract: Provide a summary of the report in a single paragraph, on a separate page. This is the last thing written. Describe the background of your organization, including history, audience, and role in the wider health care arena.
  • Company overview: Introduce the organization. Identify barriers in the organization to three areas: access, quality, and cost effectiveness. Evaluate the impact of these barriers on the strategic initiatives in the organization.
  • Analysis of strategic initiatives: Evaluate elements of the organizational structure, including finance, operations, human resources, supply chain, marketing, et cetera. Evaluate the impact of the organizational structure on driving results from a strategic and operational perspective.
  • Analysis of organizational structures: Identify critical components of a value-based purchasing model. Analyze budgetary and financial implications of value-based purchasing on health care management practices and decisions.
  • Analysis of value-based purchasing and shared risk: Identify examples of shared risk models, such as population health. Analyze budgetary and financial implications of shared risk models on health care management practices and decisions.
  • Recommendations: Think critically and analyze evidence-based strategies to develop an effective organizational culture, using relevant data and measures such as benchmarks, research, and best practices. Synthesize data to make recommendations that impact the culture of the health organization that is driving results for access, quality, and cost-effectiveness. Such recommendations should apply innovative, strategic, sustainable, and evidence-based approaches, positioning the organization to systematically drive health care results into the future.
  • Conclusion.
Part 2: Presentation

Using the content from your Health Care Organization Analysis Report, create a 10–20 slide PowerPoint presentation (including a title slide and reference slide), and record yourself delivering that presentation, either in screen-capture format (narrating from your computer as you navigate through the presentation) or video format (recording yourself delivering the presentation). You may use Capella-supported Kaltura Media (refer to the MBA Program Resources for tutorials), or another technology of your choice that produces a shareable URL. Be sure your media formats are set so anyone with the URL is able to view the video.

Note: If you require the use of assistive technology or alternative communication methods to participate in these activities, please contact DisabilityServices@Capella.edu to request accommodations.

Synthesize the important points from your report in your presentation in a concise, clear way. For reference, the content from each assessment should equate to 1–2 slides.

Since you are presenting this information, your delivery should elaborate on your slide content, not repeat the content verbatim. Provide the audience with more information than what they would be able to read from the slides.

If you are filming yourself delivering the presentation, consider the following:

  • Faculty is able to view you delivering your presentation, and the camera is positioned so that you as the presenter are easily seen.
  • You clearly communicate the content of the presentation to your intended audience.
  • Faculty is able to hear your delivery well.

DELIVERABLE FORMAT

You will submit both the Health Care Organization Analysis Report and the video presentation for assessment.

Part 1: Health Care Organization Analysis Report
Report requirements:
  • Ensure written communication is free of errors that detract from the overall message and quality.
  • Use at least 10 scholarly resources, cited in APA format.
  • Your report should be between 12–15 content pages, in addition to a title page and references page.
  • Use 12 point, Times New Roman.
Related company standards:

Use a professional report format of your choice. Remember that you are preparing a professional document meant for executive leadership with limited time. Your report should follow the corresponding MBA Academic and Professional Document Guidelines (available in the MBA Program Resources), including single-spaced paragraphs. If you are new to this type of writing and document style, you may wish to use these sections as a way to organize your report:

  • Title page.
  • Executive summary.
  • Company overview.
  • Analysis of strategic initiatives.
  • Analysis of organizational structures.
  • Analysis of value-based purchasing and shared risk.
  • Recommendations.
  • Conclusion.
  • References.
Part 2: Presentation

Submit your recording of your PowerPoint presentation, either in screen-capture or video format.

  • Expected length of presentation: 10–20 slides, including title and references slides.
  • Expected time of delivery: 10–15 minutes.

EVALUATION

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria.

  • Competency 1: Analyze a health organization’s strategic initiatives and their ability to ensure access, quality services, and cost effectiveness.
    • Analyze the organization’s strategic initiatives as they ensure access, quality of services, and cost effectiveness.
  • Competency 2: Evaluate the alignment of a health organization’s structure and its ability to drive a customer-focused result.
    • Analyze the impact of the organizational structure on driving results from a strategic and operational perspective.
  • Competency 3: Analyze the role the organization plays in future models of value-based purchasing.
    • Analyze budgetary and financial implications of value-based purchasing on health care management practices and decisions.
  • Competency 4: Analyze the role the organization plays in future models of shared risk.
    • Analyze budgetary and financial implications of shared risk on health care management practices and decisions.
  • Competency 5: Recommend evidence-based strategies to develop an organizational culture in a health care setting that is agile, innovative, and responsive.
    • Recommend strategies to develop an organizational culture in a health care setting that is agile, innovative, and responsive.
  • Competency 6: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
    • Create a video presentation that effectively communicates content in a clear and concise fashion suited for a business-related audience.
    • Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.

 

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ALIGNING STRATEGIC INITIATIVES TO GOALS 1 Aligning Strategic Initiatives to Goals April Butler-Sullivan Capella University John Gaze April 25, 2020 ALIGNING STRATEGIC INITIATIVES TO GOALS Introduction Mayo Clinic was formed in Rochester in 1889. It later branched out to Jacksonville, Florida, and then to Scottsdale, Arizona, in 1987. The hospital’s clinic system was established in 1992 and it owns 19 hospitals across different states. It is both a teaching hospital and a general medical and surgical facility and it has earned a ranking as the number one hospital in the Best Hospital Honor Roll. This ranking is because of several reasons related to good medical standards and good management. The organization has shown expertise in strategy and has been successful in aligning strategic initiatives to its goals, which include; growth and integration, quality and service, patient satisfaction, and cost-effectiveness. This paper carries out an analysis of how Mayo clinic has been able to ensure access, quality services, and cost-effectiveness in line with its goals. Strategic Analysis for Mayo Clinic Mayo Clinic has been successful in offering its patients quality care and service through the hiring of competent and compassionate staff and the integration of up-to-date technology with their healthcare processes (U.S. News & World Report L.P., 2020). By offering quality services, the firm has promoted low mortality rates among its patients, successful integration of confidential medical data with new technological systems, and the development of a variety of treatments for various diagnoses. The staff at Mayo Clinic strives to promote the dignity of its patients by providing timely treatment and high-quality care (Mayo Clinic, 2020). Mayo clinic has promoted patients’ access to health care by increasing the number of local medical providers, promoting local availability, and improving the state of local facilities. Additionally, Mayo clinic has ensured cost-effectiveness for its patients by incorporating the local physician and hospital processes with those of its facilities (Mayo Clinic, 2020). Mayo Clinic has shown consideration ALIGNING STRATEGIC INITIATIVES TO GOALS for its patients at the low end of the Medicare reimbursement spectrum by providing them with local and affordable healthcare options. Barriers to access, quality services, and cost-effectiveness One of the barriers to access, quality service and cost-effectiveness for Mayo Clinic is the changing healthcare industry that requires them to constantly keep up and integrate with the modifications (Mayo Clinic, 2020). One of the significant changes affecting service delivery and cost-effectiveness in the organization is technological changes, which require funds to purchase and integrate and constant training of the medical staff to make them familiar with the innovations. Having to spend more on technological innovations and integration and training of the staff to complement the same might force the organization to increase the cost of medical care for its patients (Allen et al., 2017).Health Organization Analysis and Presentation
Another barrier to access, quality of service, and costeffectiveness in the organization is the overdependence of low earning individuals on Mayo given that its healthcare system is one of the few that have consideration for this group of people (Allen et al., 2017). The number of low-earning individuals seeking medical care in the clinic is ever increasing and this may lead the hospital staff to compromise on the quality of care. Lowering the quality of care will cost the hospital its stature and good reputation and will subsequently cause them to lose a significant number of their clients. Conclusion Mayo Clinic has earned its position as the one hospital in the Best Hospital Honor Roll because of its ability to align its strategic initiatives to its goals. The hospital has been able to offer quality care for all groups of people at low cost and it has promoted access to healthcare by opening local facilities closer to the communities. The hospital should find measures to counter ALIGNING STRATEGIC INITIATIVES TO GOALS the high number of financially-vulnerable groups visiting their facilities to ensure that they do not end up compromising on quality. ALIGNING STRATEGIC INITIATIVES TO GOALS References Allen, E. M., Call, K. T., Beebe, T. J., McAlpine, D. D., & Johnson, P. J. (2017). Barriers to care and healthcare utilization among the publicly insured. Medical care, 55(3), 207. Mayo Clinic. (2020, March 10). Mayo Clinic – Mayo Clinic. https://www.mayoclinic.org/ U.S. News & World Report L.P. (2020). Mayo Clinic. Access Denied. https://health.usnews.com/best-hospitals/area/mn/mayo-clinic-6610451 ALIGNMENT OF A HEALTH ORGANIZATION STRUCTURE 1 Alignment of a Health Organization Structure: Mayo Clinic April Butler-Sullivan Capella University John Gaze April 25, 2020 ALIGNMENT OF A HEALTH ORGANIZATION STRUCTURE 2 Alignment of a Health Organization Structure: Mayo Clinic Introduction Mayo Clinic is a teaching and general medical and surgical facility that currently ranks as the number one hospital in the Best Honor Roll. The health facility, which was founded in 1889 in Rochester, has earned its reputation as a leading healthcare provider because of several factors including a good organizational structure. The health organization structure for Mayo Clinic blends well with its strategic plans allowing for its commendable growth and progress. This paper evaluates the internal structure of Mayo Clinic and its implications on driving results from a strategic and operational perspective. Internal Structure of Mayo Clinic The internal structure of Mayo Clinic is made up of the Board of Trustees, President and Chief Executive Officer, Board of Governors, the President and CEO Cabinet, Executive Operations Team, Vice Presidents, and Site Executive Operations Team (Mayo Clinic., 2020).Health Organization Analysis and Presentation
The Board of Trustees is in charge of the governing body and oversees clinical processes, scientific practices, and charitable and educational missions. The Board of Trustees approves the general enterprise strategy, the operating and capital budgets, and the future financial plans for the organization. Furthermore, the Board of Trustees of the organization exists to ensure that the President and the CEO qualify for the operating plans (Mayo Clinic., 2020). On the other hand, the President and the CEO of Mayo Clinic provide financial stewardship for the health facility. Moreover, the President and the CEO develop the facility’s stand on public policy and approve decisions with system-wide implications. The MCBOG works together with the President and ALIGNMENT OF A HEALTH ORGANIZATION STRUCTURE 3 the CEO to develop and oversee the facility’s goals and policies (Mayo Clinic., 2020). The president and CEO cabinet define the general strategy for Mayo Clinic and carry out initiatives to ensure the achievement of its strategic goals. The Executive Operations Team works together with the facility’s President and CEO to ensure the implementation of Mayo Clinic’s strategic and operating plans. The executive operations team also streamlines decision-making steps for approvals within the facility, besides ensuring that the facility’s operations are in line with the expectations of the approved business plan (Mayo Clinic., 2020).Health Organization Analysis and Presentation
On the other hand, the Vice Presidents of the organization promote the strategic plans for the clinic by managing performance and implementing the operational plan in line with the organization’s strategic and operational plans. Implications and Recommendations One of the implications of the internal structure of Mayo Clinic is that it allows the facility to achieve its strategic plans by ensuring that all players are aware of the approved business plan and of their responsibilities (Bhattacharjee, Müller and Roggenhofer, 2016). Another implication of the organization’s internal structure is that it ensures the successful implementation of the clinic’s operating plan. The internal structure of Mayo Clinic ensures that every stakeholder is held accountable for their actions relating to the facility and that the facility’s operational plan is well-funded. One recommendation to the organization to align organizational structure to drive customer-focused results is to allow the Board of Trustees and the President and CEO to share responsibilities for customer-related strategies and processes in the firm (Tran and Tian, 2013). Another recommendation for the organization to drive customer-focused results is to include members of ALIGNMENT OF A HEALTH ORGANIZATION STRUCTURE 4 the community in its organizational structure to represent the needs and concerns of the customers. Conclusion Mayo Clinic’s organizational structure is made up of The Board of Trustees, the President and the CEO, the Vice Presidents, and other relevant teams that ensure the operations and functions of the facility align with their strategic goals. The organization should consider incorporating some members of the community into its organizational structure to promote customer-focused results. ALIGNMENT OF A HEALTH ORGANIZATION STRUCTURE 5 References Bhattacharjee, D., Müller, L. H., & Roggenhofer, S. (2016). Leading and governing the customer-centric organization. McKinsey & Company. https://www.mckinsey.com/business-functions/operations/our-insights/leading-andgoverning-the-customer-centric-organization Mayo Clinic. (2020, March 10). Mayo Clinic – Mayo Clinic. https://www.mayoclinic.org/ Tran, Q., & Tian, Y. (2013). Organizational structure: Influencing factors and impact on a firm. VALUE-BASED PURCHASING AND SHARED RISK MODEL 1 Value-Based Purchasing and Shared Risk Model April Butler-Sullivan Capella University April 29, 2020 VALUE-BASED PURCHASING AND SHARED RISK MODEL 2 Value-Based Purchasing and Shared Risk Model The healthcare industry is ever-changing given the technological advances and scientific discoveries that are occurring in today’s world. Mayo Clinic is a health facility that has been able to keep up with the changes while still ensuring quality care for its patients. One of the strategies undertaken by the organization to ensure the quality of care in line with its strategies is the application of value-based purchasing and shared risk model. This paper discusses the components of value-based purchasing and shared risk models undertaken by Mayo Clinic and their implications on management practices and decisions. Value-Based Purchasing Models One of the components of value-based purchasing models for the organization is New Organizational Models that align physical incentives with the facility’s goals and objectives. These incentives are for the members of staff to meet quality measures to ensure the patient gets what he pays for (Helmers & Kaplan, 2016).Health Organization Analysis and Presentation
Another model is education and information, where the organization leaders track and share data with health providers and staff. In this case, the information is related to the performance and the progress of staff from other health facilities and how their own match up. Collaborative governance is another component of value-based purchasing models for Mayo Clinic health and treatment processes in the facility are carried out through collaborative efforts from the physicians, the nurses, anesthesia, and other members of the staff to ensure quality care and service (Helmers & Kaplan, 2016). The other model applied by the organization is the efforts to drive efficiency by analyzing case time and the cost affiliated with labor and nonlabor. The health facility’s management has to carry out extra meetings, researches, and training VALUE-BASED PURCHASING AND SHARED RISK MODEL 3 to ensure the successful application of the model. The management has to include in their budget the money for new organization models and for education and information (Mayo Clinic, 2020). Furthermore, the organization’s leadership has to find ways to motivate and counsel health care providers within their facilities to ensure continued quality care for patients. Shared Risk Models Financial risk is an example of the models of shared risk at Mayo Clinic, where the clinic takes on a level of financial risk to promote the delivery good quality of care. In this case, the sort of financial risk undertaken by the facility is full-risk to ensure it has the opportunity to deliver what the patient really needs for effective and successful treatment (Mayo Clinic, 2020). The organization takes full responsibility for a patient’s health outcomes as soon as the patient chooses it as their health care option. It then pays the healthcare providers a fee for the patient and the hospital covers the entire cost for providing quality care for the patient (Helmers & Kaplan, 2016). The financial implication of this model of shared risk can be burdening for the organization, especially when dealing with financially disadvantaged individuals (Helmers & Kaplan, 2016).Health Organization Analysis and Presentation
However, the need to align its services with the interest of the patient is greater than the financial implication. Strategies to develop an effective organizational culture Mayo clinic needs to have an organizational culture that promotes ethics, teamwork, commitment, endurance, and quality care (Mayo Clinic, 2020). To achieve this kind of organizational culture, the facility started with a purpose that all members of the staff could look up to, and then it went on to define the common language and standards for itself (Rothaermel, VALUE-BASED PURCHASING AND SHARED RISK MODEL 4 2016). The facility’s leaders continue to lead by example and this promotes an effective organizational culture in the organization. Conclusion The components of value-based purchasing models for Mayo Clinic include new organizational models and education and information. One of the ways the facility implements these models is to develop an effective organizational culture through communication and leading by example. Health care facilities should consider full risk financial models to ensure it does not compromise on quality. VALUE-BASED PURCHASING AND SHARED RISK MODEL 5 References Helmers, R. A., & Kaplan, R. S. (2016). TDABC in primary care: results of a Harvard/Mayo Clinic collaboration: a partnership between Mayo Clinic and Harvard Business School brought a costing method developed for manufacturing into a primary care setting, helping identify areas for greater efficiency. Healthcare Financial Management, 70(7), 34-42. Mayo Clinic. (2020, March 10).Health Organization Analysis and Presentation
Mayo Clinic – Mayo Clinic. https://www.mayoclinic.org/ Rothaermel, F. T. (2016). Strategic management: concepts (Vol. 2). McGraw-Hill Education. HEALTH ORGANIZATION CULTURE 1 Health Organization Culture April Butler-Sullivan Capella University May 2, 2020 HEALTH ORGANIZATION CULTURE 2 Health Organization Culture Introduction Mayo Clinic’s organizational culture is one that promotes ethics, commitment, endurance, and quality care. To achieve this kind of organizational culture, the facility started with a purpose that all members of the staff could look up to, and then it went on to define the common language and standards for itself. The facility’s leaders continue to lead by example and this promotes an effective organizational culture in Mayo Clinic. Some of the characteristics of Mayo Clinic’s organizational culture that makes it an enduring brand include; team-based, aligned to infrastructure to match the culture, and integrated with technology. This paper analyses the various elements that makeup Mayo Clinic’s organizational culture and provides recommendations for its healthcare organizational improvement. Mayo Clinic’s Organizational Culture Mayo Clinic’s organizational culture is made up of a team-based approach as the clinic believes that medicine develops better as a cooperative science (Berry and Seltman, 2014). The leadership encourages the members of staff that include; the physician, the clinician, the lab workers, and the specialist to work together for the wellbeing of the patient. This approach is especially applicable and effective when dealing with aging patients and chronically ill patients. Mayo Clinic’s organizational culture is one that observes trends in technology and takes the steps to leverage it (Mayo Clinic, 2020). Mayo Clinic has a high ranking as a leading health facility in the United States and in the world generally because of its ability to take advantage of new technologies to come up with innovative solutions to treat patients’ conditions and illnesses (Berry and Seltman, 2014). Ever since its foundation, the clinic has always recognized the need for the application of technology to ease operations within it and to promote effective results. HEALTH ORGANIZATION CULTURE 3 The leveraging of technology is proof of Mayo Clinic’s relentlessness in improving the field of medicine to better patient experience. Recommendations One recommendation for Mayo Clinic’s healthcare organizational improvement is in terms of their team-work approach, where they should consider the patient as a critical part of the team. When the patient is part of the team, the process of providing care and treatment is made easy and effective as the patient and the rest of the team carry out the relevant communication. Another recommendation for the facility to improve its organizational culture develops the characters and careers of individual health caregivers even as they focus on teamwork (Szara et al., 2018). The hospital should define expectations for the caregivers as individuals in relation to patient safety, quality of care, and operational efficiency among others. This step will ensure that the people working within the healthcare teams are able and can be depended on to provide effective quality care for patients on their own. Individual health caregivers’ behavior can be positively influenced through support and guidance and through the provision of the relevant tools (Szara et al., 2018). Additionally, a relevant recommendation for Mayo Clinic’s organizational culture improvement is the integration of constant communication and engagement between the leaders and the staff. The leaders need to consistently convey their objectives, expectations, and achievements to the staff to promote a high level of engagement.Health Organization Analysis and Presentation
Conclusion Mayo Clinic’s organizational culture is a healthy one where healthcare providers work together to make the health process easier, safer, and more successful. The facility has also demonstrated the ability to keep up with technological trends to facilitate and complement the health care activities within it. Mayo clinic should remember to focus on the individual growth of HEALTH ORGANIZATION CULTURE the healthcare givers even as they place emphasis on teamwork. Additionally, the clinic should ensure constant engagement and communication between its leaders and staff to ensure the company’s goals and objectives are always clear. 4 HEALTH ORGANIZATION CULTURE 5 References Berry, L. L., & Seltman, K. D. (2014). The enduring culture of Mayo Clinic. Mayo Clinic Proceedings, 89(2), 144-147. https://doi.org/10.1016/j.mayocp.2013.10.025 Mayo Clinic. (2020, March 10). Mayo Clinic – Mayo Clinic. https://www.mayoclinic.org/ Szara, M., Ksykiewicz-Dorota, A., Klukow, J., & Lamont, M. (2018). Review of research on organizational culture in health care system. Pielegniarstwo XXI wieku/Nursing in the 21st Century, 17(2), 32-44. …Health Organization Analysis and Presentation