Assess the various management levels and their role in Johns Hopkins Hospital. Johns Hopkins HealthCare LLC offers a one of kind structure of health management programs for their partners; Johns Hopkins Employer Health Programs (Johns Hopkins HealthCare LLC, 2014) and Johns Hopkins US Family Health Plan, members…at no cost. Within these programs members, depending on severity, are placed into one of three categories: complex case management, monitored case management, or lifestyle management. Depending on which category, members have a number of support systems, tools and services, exclusively, for members so that they may better understand and manage medical conditions (Johns Hopkins HealthCare LLC, 2014; Johns Hopkins Medicine, 2015). Members
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From a management point of view, hospitals are multifaceted organizations; both external and internal environments of hospitals are very complex. Hospitals are usually accountable to an assortment of stakeholders in its external environment. These stakeholders include the community, government, insurers, managed care organizations, and accreditation agencies. Internally, hospitals take the chair over three major sources of power. The organizational structure of hospitals differs significantly from larger organizations. The Chief Executive Officer receives entrusted power from the board and is responsible for managing the organization with senior managers. However, the senior managers carry the title of senior vice president or vice president for a variety of key service areas, such as nursing services, rehabilitation services, human resources, finance, and so forth. The medical staff makes up a separate organizational structure equivalent to the administrative structure and presents numerous opportunities for conflict between the Chief Executive Officer and the medical staff. Be that as it may, matters become more complicated when the lines of authority cross between the two structures. Obviously, the medical staff plays a noteworthy role in its success. Needless to say, it requires special skills on behalf of the Chief Executive Officer to manage this dual structure to achieve the …show more content…
The Johns Hopkins Hospital was selected as one of fifteen major academic medical centers on a national scale. The Johns Hopkins Hospital and its senior management team are renowned for developing reliable and efficient organization-wide performance improvement across significant measures at a faster rate than other U.S. hospitals, which includes: quality of care, operational efficiency and financial performance. The Johns Hopkins Hospital management teams are setting the standard for performance improvement by saving more lives, discharging patients faster and with fewer complications, and maintaining efficiency with lower costs (Stephenson, 2004). Nevertheless, Johns Hopkins and the Johns Hopkins Hospital have set goals for making its care the safest in the world. With the use of the Comprehensive Unit-Based Safety Program, the trained vanguard teams are able to recognize and alleviate patient safety hazards as a key strategy. Now used nationwide, the program has been associated with the reduction in bloodstream infections in intensive care units. Through its safety efforts, the Johns Hopkins Hospital has achieved improvements in safety practices such as: increased hand-sanitation; in patient outcomes such as: fewer pressure ulcers among patients; and in the hospital staff awareness of the organizational safety culture. Equally, safety values have been
From a management point of view, hospitals are multifaceted organizations; both external and internal environments of hospitals are very complex. Hospitals are usually accountable to an assortment of stakeholders in its external environment. These stakeholders include the community, government, insurers, managed care organizations, and accreditation agencies. Internally, hospitals take the chair over three major sources of power. The organizational structure of hospitals differs significantly from larger organizations. The Chief Executive Officer receives entrusted power from the board and is responsible for managing the organization with senior managers. However, the senior managers carry the title of senior vice president or vice president for a variety of key service areas, such as nursing services, rehabilitation services, human resources, finance, and so forth. The medical staff makes up a separate organizational structure equivalent to the administrative structure and presents numerous opportunities for conflict between the Chief Executive Officer and the medical staff. Be that as it may, matters become more complicated when the lines of authority cross between the two structures. Obviously, the medical staff plays a noteworthy role in its success. Needless to say, it requires special skills on behalf of the Chief Executive Officer to manage this dual structure to achieve the …show more content…
The Johns Hopkins Hospital was selected as one of fifteen major academic medical centers on a national scale. The Johns Hopkins Hospital and its senior management team are renowned for developing reliable and efficient organization-wide performance improvement across significant measures at a faster rate than other U.S. hospitals, which includes: quality of care, operational efficiency and financial performance. The Johns Hopkins Hospital management teams are setting the standard for performance improvement by saving more lives, discharging patients faster and with fewer complications, and maintaining efficiency with lower costs (Stephenson, 2004). Nevertheless, Johns Hopkins and the Johns Hopkins Hospital have set goals for making its care the safest in the world. With the use of the Comprehensive Unit-Based Safety Program, the trained vanguard teams are able to recognize and alleviate patient safety hazards as a key strategy. Now used nationwide, the program has been associated with the reduction in bloodstream infections in intensive care units. Through its safety efforts, the Johns Hopkins Hospital has achieved improvements in safety practices such as: increased hand-sanitation; in patient outcomes such as: fewer pressure ulcers among patients; and in the hospital staff awareness of the organizational safety culture. Equally, safety values have been