investigation can then be carried out, and then considered performing a compliance report. After that, it is advisable to capture and learn from the mistakes that were missed and those that 'almost happened' in order to implement the prevention mechanism. Similarly, an investment in a Robust Risk Management Information System (RMIS) can come in handy and also finding the right balance between financing, transferring, and retaining the risk. At this point, a risk management plan can be implemented. Usually, the plan is to guide the organization to recognize, manage, and alleviate the risks. It communicates the objectives, purpose, and scope of the risk management procedure and also can ensure the resolution of issues in the protocol. These are the vital components in risk Management and issue resolution plans. First, there is education and training of the employees, family, and patient grievances, defining the goals, metrics, and purposes of the plan, and communication about the plan with the associated parties. Additionally, plans about the catastrophic situations, handling them, reporting mandatory reports and response, and mitigation. These measures should always be updated and monitored for more significant results. The Generic Framework
HEALTH CARE ORGANIZATION PLAN 9 The generic framework was used for the health care organization plan, and to achieve this framework, and managerial areas were used. The administrative areas consist of medical, the capacity of the resources, material, and financial planning (Hans, Van Houdenhoven, & Hulshof, 2011). The medical planning was about making decisions about treatments, diagnoses, and medical protocols. The medical planning is also referred to as technological planning. Secondly, planning the resources' capacity addressed the monitoring, scheduling, and planning for the resources. Material planning was used, and it addresses the storage, procurement, distribution, and retrieving of the materials (Hans, Van Houdenhoven, & Hulshof, 2011). These include clinical supplies like blood, prostheses, culture, and many others. Next, the planning of finances, specifically managing costs and revenues so as to achieve the set goals and objectives. In this rising economy in the health care sector, cost efficiency is inevitable. These aim to optimize the operations at the health care organization. The framework can be applied at any level of the departments depending on the context, and the results are commendable. With some deficiencies like deficient planning functions, wrong approaches, conflicting objectives, and lack of coherence can be resolved using the framework (Hans, Van Houdenhoven, & Hulshof, 2011). Structural analysis is made possible, thanks to the framework. What is more, managerial deficiencies in the health care organization are easily identified, and the scope of the organization's interventions can be demarcated. Ideally, the framework can be used in organizational interventions, decision making, or the process of health care delivery. Furthermore, the framework stresses caused by the head-to-head managerial functions. In further reference to the generic framework, interventions in the process are
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- Fall '19