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N502_Module 2 OutlineSlide 2oIn this presentation we will discuss the factors that contribute to tensions that usually exist among medical staff, board of trustees, and administration in hospitalsettings, oexamine the public’s readiness to deal with having data regarding hospital quality readily at their fingertips to assist with making choices about medical care through organizations such as the Leapfrog Group, oand describe the advantages and disadvantages, from patients’ perspectives, regarding the financial challenges hospitals are experiencing related to entrepreneurial physician initiatives. Slide 4oPrior to discussing the reasons for tension, we must look at the roles and responsibilities of these three specific sectors that lead hospital governance. oFirst, the medical staff is responsible for providing medical services and care to patients, oversight and peer reviews of fellow medical staff members, and recommending appointments for hiring new physicians (Young & Kroth, 2018, p. 78-79). oNext, the hospital administration consists of the chief executive officer (CEO), chief operating officer (COO), chief financial officer (CFO), chief nursing officer (CNO), and in many cases now a chief information officer (CIO) and chief medical information officer (CMIO) (Kroth & Young, 2018, p. 82). Additionally, their primary responsibilities include managing day-to-day operations of the hospital. Finally, the board of trustees oversees all executives, and is ultimately responsible for the quality of care provided by the hospital (Young & Kroth, 2018,p. 94). 1
N502_Module 2 OutlineoFurthermore, the board is ultimately in control of quality improvement and initiatives, risk management, and oversight of the financial health and stability of the organization (Young & Kroth, 2018, p. 94).Slide 5oOne of the most significant causes of tension between medical staff, administration, and board members is the vast difference in their cultures. While the values of all groups are virtually identical, many other areas have little to no commonality (Keller et al., 2019). First, consider how the groups identify themselves. Boards and administrators typically have a loyalty to and connection via the organization more so than through their occupation. They are in their positions to support and make things run smoothly, whereas physicians have a loyalty and connection via their specialty and professions, and consistently consider themselves as autonomous experts rather than part of a larger organization (Keller et al., 2019). Additionally, they view professional success contrarily. While administrators and board members see professional success as climbing vertically within the organization, physicians tend to look at their individual legacy as a clinician, educator, or researcher (Keller et al., 2019).