Internal And External Forces In Healthcare

As for external factors one of the external factors would be perhaps a new law that is given and affects directly or indirectly the business and that business needs to make some changes.

The successful evolution of this organizational structure in a competitive marketplace has required a close partnership between managers and physicians supported by a culture of physician group accountability for quality and efficiency. An overarching agenda for achieving excellence focuses on high-impact health conditions, provides goal-oriented tools to analyze population data, proactively identifies patients in need of intervention, supports systematic process improvements, and promotes collaboration between patients and professionals to improve health.

Centura Health is their region’s largest hospital system that is faith based and not-for-profit, located in Colorado and Western Kansas. This system includes 15 hospitals plus more affiliated hospitals, over 100 physician practices, senior living communities, Flight for Life, Centura Health at Home, and laboratory services (Centura, 2014). The power, size, and large scale of this system causes it to be a god system to analyze during states of change. Currently, there are a lot of changes that are occurring throughout the healthcare system due to the Patient Protection and Affordable Care act that was signed into law by President Barak Obama. This act has called for a change to increase accessibility to healthcare, reduce the costs that are associated with healthcare, reduce the amount of duplication, and reduce the amount or errors (Herrington, 2010). Centura has created a strategic plan to address these changes and many other changes. Centura Health’s strategic plan is known as the Centura Health 2020 strategic plan. This strategic plan outlines long and short term goals. These goals, as well as previous goal, will be analyzed to understand how they plan on creating the need for change to ensure the successful implementation, as well as, understanding their historical approach to strategic change. Many organizations will look at past successes and failures to understand what went right and wrong to recreate, or avoid, those successes

The CEO of this company began to take steps into making the company better. Both external and internal driving forces drove this change. The definition of these two terms needs to be looked at in order to understand what they were. External factors are the factors that occur outside the scope of the company or organization, for example, the economy. These factors are outside the influence of the company (Lindbald, 2014). On the other hand, internal factors are factors that occur within the scope of the organization and are within the control of the company.

Banner Health is a nonprofit health care system that was started on September 1, 1991 after the merger of Samaritan Health System and Lutheran Health Systems. Before the merger Lutheran Health System had a long standing history as a respected health care provider in rural communities located across Western and Midwestern states dating as far back as 1938 while Samaritan Health System was formed in 1911 and had a reputation for clinical excellence in California and Arizona primarily in the metro Phoenix area. The headquarters of Banner Health are located in Phoenix

Banner health is based in Phoenix Arizona and is a non-profit organization that are dedicated to make a difference in the lives of the society through quality patient care. They are the largest health care system in the U.S, and have more than 39,000 employees, 25 hospitals and a growing network of health centres and clinics. The focus of the Banner healthcare is to create the best for the community. Banner healthcare is the leading non-profit healthcare organization that focus on providing health benefit and coverage services to the patient (Bannerhealth.com). They are the largest healthcare service provider in US that strives to create and committed in providing excellent patient care. They are the national leader in innovation to strengthen patient care. Banner health focus on continuous improvement of patient outcomes and service. They ensures that patients get excellence and affordable healthcare services through the current technology. The main goal of Banner healthcare system is to provide quality healthcare services and ensure that patients get quality services. The Banner health mission was to make a difference in the lives of people through excellence patient care. They exists to provide quality health care to the communities, rather than making profits. The services this organization provides includes Bariatric surgery, women health, Transplant services, Hospice Radiology for adults and children, Emergency care, Maternity, Physical therapy, and many more

"Banner Health is considered one of the nations ' largest secular, non-profit health care organization operating 29 acute care facilities in seven western states" (Kash, 2016). It is known and recognized nationally. It unites with the Lutheran Health System and Samaritan Health System, which started in 1991 with the mission of making differences in people 's lives such as rendering perfect patient care. This excellent mission of health care earned them good standing that help the "organization to develop and manage 29 acute care facilities in seven states with the magnitude of about 4,000 beds" (BANNER HEALTH, 2016). These States of networking health care of Banner in America are Arizona, Colorado, Wyoming, Nebraska,

“To make a difference in people’s lives through excellent patient care” (Banner Health, 2014, para. 1). This is Banner Health’s mission statement. Banner Health is a nationally known and recognized health care organization. Twenty-three years ago in 1991, Banner Health first merged with Lutheran Health Systems and Samaritan Health Systems. Their positive outlook on healthcare grew as well as their reputation. Currently, Banner Health operates in seven states and has twenty-four hospitals within their network. Banner Health serves over 300,000 total patients in the states of Arizona, Alaska, California, Colorado, Nebraska, and Wyoming. Banner Health staffs over 36,000 people. Banner Health is nationally recognized in the top five largest

Banner Health is a nonprofit organization that consists of twenty-four acute care hospitals and health care facilities in seven different states. In 1999, Samaritan Health System merged together with Lutheran Health Systems to form what is currently known as Banner Health. This organization prioritizes their aim to make a difference in their patients’ lives by providing exceptional patient care. Banner Health utilizes music therapy, massage therapy, aromatherapy, and pet therapy as an integral part of the healing process for their patients. They also offer specialized care through various types of services such as Alzheimer’s Care, Cancer Care, and Emergency Care. Banner Health is involved in certain programs that will help

This article introduces health care managers to the theories and philosophies of John Kotter and

Under the leadership of Bruce Broussard, President and CEO since 2011, Humana have developed and integrated health model system that has continued to lower the cost of healthcare and enhanced quality along with improving member experience. Broussard’s specializations in his work history clearly steered Humana to inviting him to come aboard. He brought Humana an extensive variety of executive leadership experience such as publicly traded and private companies within an assortment of healthcare sectors, including oncology, pharmaceuticals, assisted living/senior housing, home care, physician practice management, surgical centers, and dental networks. However, in addition to Broussard meeting the corporate objectives, he also has executives who are experts in each of their fields. Each executive officer reports to him and each are incremental in setting strategic plans to carry out Human’s objectives. His ability to navigate and influence people credited his success as a leader at Humana. Also, while at a previous position at U.S.

The internal forces entail the culture within the organization, which HonorHealth has created. The internal forces include the social relations, training materials, internal

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.

Centuries ago, a famous Greek philosopher, Heraclitus disputed conventional wisdom that things will always stay the same. Using the flow of the river as an example, Heraclitus describes the changes that were going on the time a fluid. He challenged the Greek leadership to acknowledge these changes or risk their global dominance. Two thousand years later, modern civilization is facing the same challenges. A rapid improvement in technology compounded with an increase in global competition has given rise to the emergence of change in most major industries. One industry were change has become inevitable is the health care industry. Today, there are increasing calls from management experts to a change the health care system to one that can

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric