C158 Organizational Leadership and Interprofessional Team Development V4.docx - Running head ORGANIZATIONAL LEADERSHIP Organizational Leadership and

C158 Organizational Leadership and Interprofessional Team Development V4.docx

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Running head: ORGANIZATIONAL LEADERSHIP1Organizational Leadership and Interprofessional Team DevelopmentTirzah FranklinWestern Governors UniversityOrganizational Leadership and Interprofessional Team Development
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ORGANIZATIONAL LEADERSHIP 2Business Practices in Patient and Family-Centered CareBusiness PracticesBusiness practices, regulatory requirements, and reimbursement impact patient-centeredcare within organizations in many ways. Organizations make a great effort to focus on how theycan include a patient in their care. They want to efficiently and effectively provide methods thatwill include a patient and their family. Business practices include changing visiting hours gearedtoward patient-centered care. Allowing younger visitors to see a newborn sibling without ahassle is an example of changing patient visiting policies.Regulatory RequirementsRegulatory requirements force healthcare organizations to provide services that complywith regulations to keep an organization up and running to avoid their license or accreditationfrom being taken away. An example of a regulatory requirement is having the proper licensingof physicians, nurses and allied personnel to work in a facility. Professions like this must havedocumented education, passed state tests and documentation of continuing education. If thesethings are not maintained a regulatory agency like the Joint Commission can cite an organizationwhich is then a reportable offense that could affect reimbursement for that facility. ReimbursementReimbursement is critical because it determines the revenue a provider receives for theirservices. A wide range of services is required by healthcare organizations for payments to begranted to them from organizations, such as the Centers for Medicaid and Medicare Services.CMS focuses on improving patient safety and outcomes through financial penalties for lack of
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ORGANIZATIONAL LEADERSHIP 3participation or poor performance (Roussel, 2013). The CMS makes organizations look for waysto improve their services to provide patient-centered care.Patient and Family Centered Care Tool (see attached)Setting DescriptionCedars Sinai Health Systems (CSHS) is a non-profit healthcare organization with 886Licensed beds, and a Level I Trauma Center. It is in the heart of Los Angeles, CA on the edge ofBeverly Hills. Cedars serves 256,075 patients in their medical network which includes 49.6%Hispanic/Latino, 19.7% Caucasian, 18.0% Black/African American, 10.1% Asian, 0.2 AmericanIndian/Alaska Native, 0.1% Native American/Pacific Islander and 2.4% Other. Cedars alsoprovides a vast variety of patient services including Neurosurgery, Orthopedic and Cardiac justto name a few. There are 2,166 physicians and 3,363 nurses that are employed in the CSHS(Cedars Sinai, 2018). Cedars focus is providing quality care to every patient every time.
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