HCA 610 Week 2 Discussion 1: methods of assessing health care organizations’ operational needs

HCA 610 Week 2 Discussion 1: methods of assessing health care organizations’ operational needs
HCA 610 Week 2 Discussion 1: methods of assessing health care organizations’ operational needs
HCA 610 Week 2 Discussion 1 – Compare and contrast at least two methods of assessing health care organizations’ operational needs and explain how they differ based upon a particular health care setting.
HCA 610 Week 7 Assignment Latest-GCU
For this assignment, you are required to write a research paper (4-6 pages) on methods of quality measurement. Your paper must include the following:
1) Detailed summary of at least two different methods of quality measurement.
2) Examples of how the methods may be used to improve organizational effectiveness.
3) Evaluation of the methods.
4) At least four references.
Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a grading rubric that can be viewed at the assignment’s drop box. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.
HCA 610 Week 2 Discussion 2 Latest-GCU
What is the purpose of a balanced scorecard? How is the balanced scorecard used to lead and manage an organization? How can the balanced scorecard be linked to organizational effectiveness as well as individual performance evaluation?
The key to planning technology is the investment in a strategic plan that encompasses not only where an organization is headed, but also defines the organization’s current position. The plan, in essence, outlines the pathway between the two. Making it successful depends on how the market is defined, and whether or not the right questions are being asked. To determine the long-term cost of operation and potential revenue generation for each piece of equipment, what factors need to be considered?
HCA 610 Week 7 Discussion 1 Latest-GCU
The goal of the Six Sigma program is to achieve a level of quality that is as close to perfection as possible. Sigma is actually a statistical term used to gauge how far a process deviates from perfection. Explain how the disciplines within Six Sigma can improve hospital efficiency and hospital profitability?
HCA 610 Week 7 Discussion 2 Latest-GCU
What is your personal definition of continuous quality improvement? How would you relate this definition to operations in a health care organization? How do we try to build new methods of practicing based on profound knowledge, most of which already is tacit in the organization, as well as the new knowledge that the CQI process generates?
HCA 610 Week 8 Discussion 1 Latest-GCU
What is the value of supply chain management? How does supply chain management impact the financial position of an organization?
HCA 610 Week 8 Discussion 2 Latest-GCU
Why would an organization need to measure the capacity (throughput) of the various resources (x-ray equipment, exam rooms, length of stay, etc.)? How does capacity management support decision-making?
Health-care systems, like the human body, are complex adaptive systems in which “the parts have the freedom and ability to respond to stimuli in a variety of fundamentally unpredictable ways.”
Performance gaps, like medical indications and symptoms, indicate a problem but do not offer precise strategies for resolving it.
Diagnostic procedures are used in medicine to determine the reasons of signs and symptoms and to direct patients to the most appropriate treatments.
The terms “diagnostic” and “operations research” are used to describe similar efforts focused at organizations and processes in management science, operations research, and process engineering.
The word “needs assessment” is used in the domains of public health, education, and psychology to describe the emphasis on individuals.
We draw from both traditions because we are dealing with organizations, clinical processes, and individuals such as doctors and patients in health care systems.
“What is creating the performance gaps?” are the core questions that diagnosis/needs assessment (D/NA) seeks to address.
“And what can we do about it?” says the narrator.
We use ethnographic observation, systems analysis, key informant interviews, surveys, and administrative data analysis to uncover answers.
This method can be described as need-driven, and such fundamental work is regarded a crucial first step within these fields.
Much of health-care quality-improvement (QI) implementation, on the other hand, might be described as solution-driven: we identify an innovation or a research finding and seek to spread it quickly.
A lot of work has gone towards speeding up and amplifying the influence of research on practice.
While there are several techniques to promote research translation into practice (e.g., clinical practice guidelines, comprehensive quality improvement), none appears to be superior36; evidence for their usefulness is inconsistent.
Formative assessments are becoming more common as researchers try to figure out why certain interventions work and others don’t,38 resulting in a better understanding of the role of context in the effective implementation of QI interventions.
While formative evaluation is an effective tool for use during implementation, lessons acquired from “need-driven” approaches can be used to identify barriers to progress that must be addressed prior to the selection or implementation of an intervention.
We intend to demonstrate how concepts derived from need-driven approaches can enhance present methodologies and offer a more comprehensive approach to evidence-based practice implementation.

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