UPDATED HSM 541 WEEK 8 FINAL EXAM QUESTIONS AND 100% CORRECT ANSWERS/ HSM 541 WEEK 8 FINAL EXAM QUESTIONS AND 100% CORRECT ANSWERS

1. (TCO A). You are the newly hired chief knowledge officer (CKO) for a mid-sized hospital in a semiurban area of the country. Your first task is to develop the organization's strategic plan that will shape the development of a comprehensive network of services for their community. The organization provides the usual array of inpatient services expected in a moderate-sized community hospital. A local nursing home and retirement community is for sale, and the organization is considering the purchase of that agency. Several physician practices are also interested in alliances with the hospital. There is a local county health department that provides some clinic services, primarily for the uninsured. You've been asked to give a presentation to the board of directors on options to restructure the local delivery of healthcare services. The hospital's president has asked you to focus your presentation on the common elements a comprehensive delivery system attempts to accomplish and to highlight innovative methods of restructuring. The presentation will lay out the requirements of an integrated healthcare delivery system. (Points : 25) breakthrough results in the design process and make the most of one of the large capital investments. Designing a new ly integrated healthcare delivery system requires time, planning and lots of brainstorming. IFD includes representatives from the core services: internal medicine, physicians, lab, radiology and pharmacy in the planning and implementation. The process also includes facilities personnel, as w ell as patients and architects. The IFD approach in w orking w ith patients, physicians, design teams, management, staff and partners has made an indelible impact. Innovations in the creation of patient value expand the scope from the core clinical processes to consider a w ide array of issues, including patient preferences, technological possibilities, financial arrangements and integrated patient journeys. One example could be the follow ing: Standardizing rooms can result in less patient w aiting and less w asted provider care time. By know ing how many of each item should be in the exam room every day, organizations can centralize inventory, restocking and ordering medical supplies through a facilities department. Another example is that a clinic can have plans to open a new location. If an original plan is based on 45,000 square feet. Through the IFD design process this could be draw n out dow n to maybe 35,000 square feet, w ith ability to save more than a $1 million in costs and have almost the same plan as the original. Not in terms of lots, but in terms of space saving for other not needed things. Question 2. 2. (TCO B). You are the newly hired Vice President of Human Resources for the Bayside Regional Health System. You have the responsibility for all of the usual human resources functions, including retention plans, the training and development function, and the recruitment process. In addition, you have the additional departments of volunteers and the hospital chaplaincy services. You've identified a number of serious organizational issues. Turnover is high, there are many job vacancies, and a very high number of positions are considered hard-to-fill positions because of national workforce shortages. There are also a very high number of EEOC complaints over the past 5 years for an organization of this size. Employees were blunt in their criticisms of the organization and its management in an employee survey conducted just prior to your arrival. This study source was downloaded by from CourseH on :16:39 GMT -06:00 The board of directors and the president know that they have serious human resource issues. They understand that management practices have to change in order to compete in the local healthcare market as an employer-of-choice. As in any healthcare organization, fiscal resources are limited, but the board is firmly committed to investing in a well developed human resources plan that will decrease the turnover and stem the ever-growing turnover and vacancy rates. The president has asked you to attend the next board of directors meeting to share your plan for addressing these serious issues. What will you This study source was downloaded by from CourseH on :16:39 GMT -06:00 tell them? Outline the focus of your presentation and include the issues you have identified, as well as the recommended strategies for turning this around. (Points : 25) The retention and recruitment issues are alw ays a problem in the health care facility as this is a very dynamic shifting industry. Integrating human resource management strategies and systems can contribute to the organization’s mission and success w hile catering to the needs of all stakeholders. The article in clarity speaks of the w ay how a very strategic effort tow ards initiating changes in about the necessary alignment of the goals of change management initiatives in human resources planning, A very informal meeting could change the direction in w hich the headed tow ards and brought about chartering initiatives that set off very vibrant change initiatives in Human resources planning enables this change initiative to be accepted by employees w ithout least resistance. It also enables planning for training and development of employees and it also enables employees to look at changed vision most comprehensively. The reinforcements of positive behavior, learning from lessons already expended and embracing changes fully, and realizing the rew ard are all accepted as processes of change and change management. Based on the organization's strategic plan, the first step in the strategic HR planning process is to assess the current HR capacity of the organization. The know ledge, skills and abilities of your current staff need to be identified. This can be done by developing a skills inventory for each employee. Question 3. 3. (TCO C). Some physicians and for-profit healthcare organizations in your area are refusing to treat Medicare and Medicaid patients for a variety of reasons. These controversial decisions present not only a major breakdown in the healthcare delivery system but also in the financing of healthcare for many individuals across the nation. Delineate at least three reasons that physicians have for refusing to participate in these governmental programs, as well as the impact this practice has on other areas of the healthcare delivery system. (Points : 25) been deciphered that basically all doctors w ith benefits at a doctor facility are secured under “EMTALA”. Before “EMTALA” the accessible if the need arises rundow n w as view ed as an obligation of medicinal staff enrollment at a healing center. It additionally w as a path for youthful doctors to assemble their practices. One of the issues today is that doctors in oversaw consideration arrangements get most referrals through their arrangements and did not really have a should be available to come back to w ork for the doctor's facility. The second “EMTALA” command expresses that if the patient is found to have an “EMC” as characterized by the statute the doctor's facility must give inside of the staff and offices accessible at the healing center for such further restorative examination and such treatment as may be required to balance out the medicinal condition or for exchange of the person to another therapeutic office. The third “EMTALA” order expresses that a taking an interest healing facility that has particular abilities or offices, might not decline to acknow ledge a proper exchange of a person w ho requires such specific capacities. if the doctor's facility has the ability to treat the person. This segment of the statute has come to be know n as the converse dumping procurement, w hich avoids particular healing facilities, for example “BUMC” from tolerating in exchange just those patients w ith the capacity to pay for their administration. (Zibulew sky)