Acute care service is a level of health care in which a patient is treated for a brief but severe episode of illness, for conditions that are the result of disease or trauma, and during recovery from surgery. Acute care services are usually delivered by a team of health care professionals from a range of medical and surgical specialties using technical equipment, pharmaceuticals, and medical supplies. The acute care settings include but are not limited to the emergency department, intensive care, coronary care, cardiology, and several other general areas where patients can become suddenly very ill and require stabilization and transfer to another unit for further treatment (Gary Medical Center, 2012; Hirshon et al., 2013; Hospitals Today, n.
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Such integration can reduce health spending and increase the quality of health care by improving the status of communications in a health care environment. Just as well, it can also increase the market power for providers and ease the process of payment for unsuitable recommendations. Conversely, hospitals and physicians do manipulate the development of higher stages of integration rather than the conventional medical staff relationship model (Baker, Bundorf, & Kessler, 2014; Bauer, 2015). Even so, there is a shift among new physician goals and values that has been a mechanism for the change from the current model relationship between hospitals and physicians. The generation of physicians entering the work force are more inclined to value maintaining a lifestyle and time for self-activities (Sowers, Newman, & Langdon, 2013). Without conflict, the inducements between hospitals and physicians are frequently referred to as main barriers that effect the collaboration and alignment of the two parties. Often motivated by differing reimbursement incentives physicians provide the best care each patient, more procedures, and the use of modern medical technology; whereas hospitals regulate care delivery, support the use of economical medical technology, and nursing and ancillary support that matches the clinical demand to provide care for the patients. However, the goals and results of the configuration should be clinical integrated so that hospital’s and physicians’ ability to share the same mission, vision, and strategies to improve the performance of an organization. Accomplishing this goal depends on organizational trust, cultural readiness, the means for change, and leadership alignment among hospitals and physicians (Molden, Brown, & Griffith, 2013; Sowers, Newman, & Langdon,
Such integration can reduce health spending and increase the quality of health care by improving the status of communications in a health care environment. Just as well, it can also increase the market power for providers and ease the process of payment for unsuitable recommendations. Conversely, hospitals and physicians do manipulate the development of higher stages of integration rather than the conventional medical staff relationship model (Baker, Bundorf, & Kessler, 2014; Bauer, 2015). Even so, there is a shift among new physician goals and values that has been a mechanism for the change from the current model relationship between hospitals and physicians. The generation of physicians entering the work force are more inclined to value maintaining a lifestyle and time for self-activities (Sowers, Newman, & Langdon, 2013). Without conflict, the inducements between hospitals and physicians are frequently referred to as main barriers that effect the collaboration and alignment of the two parties. Often motivated by differing reimbursement incentives physicians provide the best care each patient, more procedures, and the use of modern medical technology; whereas hospitals regulate care delivery, support the use of economical medical technology, and nursing and ancillary support that matches the clinical demand to provide care for the patients. However, the goals and results of the configuration should be clinical integrated so that hospital’s and physicians’ ability to share the same mission, vision, and strategies to improve the performance of an organization. Accomplishing this goal depends on organizational trust, cultural readiness, the means for change, and leadership alignment among hospitals and physicians (Molden, Brown, & Griffith, 2013; Sowers, Newman, & Langdon,