Keli and Consuelo Project Presentation Craig 際際滷s
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This document outlines the organizational structure, vision, values, culture, behaviors, leadership style, team functions, and contrasts/themes of success and ineffectiveness for two different healthcare organizations - a large healthcare group and a specialty lines insurance company. The healthcare group's vision is to be a national healthcare leader by 2020. It focuses on patient care, education, and leading through change. Leadership styles include coalitional, transformational, and servant leadership. The insurance company's vision is to offer sustainable, applicable risk coverage. Its focus is on agents, growth, and policy retention. Leadership style includes transactional flexibility. Both organizations emphasize collaboration, problem solving, and transparency.
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The document discusses the importance of understanding an organization's mission, vision, and values and their relationship to its culture and climate. It outlines the need for nurse leaders to evaluate the support or contradiction these elements face in everyday practices, as well as the significance of these assessments in their leadership roles. The text emphasizes the necessity to differentiate between culture and climate, indicating their implications on organizational effectiveness and leadership development in nursing.Comments by the professorWeek 1 Weekly Summary You have done a
Comments by the professorWeek 1 Weekly Summary You have done aLynellBull52
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The document outlines a weekly summary of a nursing leadership course where students enhance their self-awareness and leadership skills through discussions on organizational change, emotional intelligence, conflict resolution, and innovation. Each week introduces new objectives and course outcomes, emphasizing the role of practice scholars in transforming healthcare systems and improving patient outcomes. The document encourages continuous reflection and application of learned concepts in students' professional practices.Human Resource Management (HRM) NABH-6-STD-Jan-2025.pdf
Human Resource Management (HRM) NABH-6-STD-Jan-2025.pdfDr Jitu Lal Meena
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Human Resource Management (HRM) is critical for delivering quality healthcare services. Effective HRM ensures a skilled, motivated, and patient-focused workforce, directly impacting care quality and safety. Strategic HR planning aligns staffing with patient needs, while rigorous recruitment and credentialing guarantee competent professionals. Continuous training, including job-specific and safety programs, keeps staff updated on best practices, enhancing clinical outcomes. Performance appraisals identify skill gaps, fostering professional growth and accountability. Well-defined disciplinary and grievance processes maintain a fair work environment, boosting morale. Prioritizing staff well-being reduces burnout, ensuring consistent care delivery. Comprehensive documentation and training on information systems support operational efficiency and data-driven care. By fostering a culture of quality and safety, HRM enables healthcare organizations to meet patient expectations, comply with global standards, and achieve accreditation, ultimately improving patient satisfaction, trust, and health outcomes.Ad
Keli and Consuelo Project Presentation Craig 際際滷s
- 1. Health Care Organizational Structure Vision: To be the national leader in healthcare by 2020 Core Values: Compassion Excellence Integrity Respect Teamwork Culture: Patient Focused Continuous Education and Improvements Lead through Change Strategic Growth Encourage and model core values and behaviors
- 2. Organizational Behaviors Safe Environment Growth Personal/Team/Organizational Team /Collaboration Meaningful Conversation Goal Oriented/Key Strategies/Visual Management Managing Daily Improvements/Problem Solving/Accountability
- 3. Leadership Style Coalitional(Innovative and Development) Transformational (Creative and Encouraging) Servant (Empowering and Inspiring) Leading Change Investing in Staff Reward Power
- 4. Team Function Patient Centered Focus Motivated Collaboration Problem Solving Experimental Cross Functional Proactive Transparent Communication (Internal and External)
- 5. Organizational Structure Mechanistic Model Specialization Departmentalization Centralized and Decentralized Chain of Command System Clinical Shared Services Operations Hospital Group Physician Group Insurance Group Primary Care Specialists
- 6. Summary Contrast and Compare Industrial Differences Various In Size Global, National, Local Consumer Differences
- 7. Themes for Success Individual commitment Focus on Customer Continued Education and Growth Market Awareness Rewarding Power Consistent Goals Synergy
- 8. Themes of Ineffectiveness Operational Silos Communication Barriers Contracting Separations Superiority Complexes Fear of Change Accountability Power Struggles
- 9. Questions
- 10. Specialty Lines Insurance Structure Vision: Offer Sustainable, Applicable Coverage for Risks Outside the Mainstream Core Values: Customer as Colleague Ease of Doing Business Integrity Support Department Support Team Culture: Agent Focus Ongoing Growth & Education Providing Options Policy Retention
- 11. Organizational Behaviors Understanding Your Role Ongoing Growth & Education Utilizing Resources/Team/Dept Setting & Achieving Goals Solid Trail & Accountability
- 12. Leadership Style Transactional Accept & Achieve Goals for Reward Provide Support for Colleagues Flexibility in Process
- 13. Team Function AgentCustomer Focused Collaborative Problem Solving Questioning Status Quo Flexible Time & Outcomes Transparency Keep Team Informed
- 14. Organizational Structure Bureaucracy Specialization Departmentalization Chain of Command Marketing Underwriting Product Claims Executive
- 15. REFERENCES NN Precision Components. http://www.autocam.com/web/our-company/values- culture/#sthash.VhBZ2UQt.BYcXs0q7.dpbs http://www.autocam.com/web/our-company/ leadership/ #sthash.OMcIBC2r.dpbs http://www.mlive.com/news/grand-rapids/index.ssf/2014/07/ though_ hes_ selling_autocam_cor.html