Organizational Performance Management Table

Organizational Performance Management Table


Organizational Performance Management Table

HCS/451 Version 5

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OrganizationalPerformance Management Table

Universityof Phoenix Material

OrganizationalPerformance Management Table

Afteryou have completed your individual research on your chosen type ofhealth care organization, collaborate with your Learning Team tocomplete this table. Then, refer to this table as you collaborate towrite your paper. Include this table as an appendix to your paper.

Fillin the necessary information in each cell, but be as succinct aspossible.

  1. Provide names of or links to specific organizations. Summarize key products or services provided by each type of organization and identify the primary customers they serve.

Organization One

Organization Two

Organization Three

Physician Office, Dr. Sally Burbank

Dr. Sally Burbank’s physician office is located along the Church street number 608A and its address is Nashville, TN 37203. The office is operated by Dr. Sally Roback Burbank, who is an internal medicine specialist aged 56 years.

The services offered at Dr. Sally Burbank physician office revolve around internal medicine.

These services include

Preventive care

Diagnosis

Treatment of different diseases.

An internist specializes in multi-system or undifferentiated diseases.

Being a physician office, the facility offers ambulatory health care services.

  1. Outline the overall content of the major regulations, accreditation requirements, and other standards that affect each organization. Provide the title, section, parts, or subparts or the numbering system and so on of the specific regulations or accreditation requirements.

Forexample: Use of electronic signatures in electronic medical recordsis equivalent to handwritten signatures on paper FDA regulationTitle21CFR Part 11, SubpartC, § 11.200ElectronicSignature:http://www.accessdata.fda.gov/scripts/cdrh/cfdocs/cfcfr/cfrsearch.cfm?cfrpart=11

Organization One

Organization Two

Organization Three

Regulations:

Rules of the

Tennessee State Board of Medical Examiners chapter 0880-01: http://share.tn.gov/sos/rules/0880/0880.htm

The chapter provides the guidelines for licensing of health care facilities (including the physician offices) for the practice of medicine in the state of Tennessee where Dr. Sally Burbank physician office is located. The health care professional has to be certified by the board before getting a license to operate a physician office.

The 2010 Tennessee Code, Title 63, Chapter 6, Part 2: General provisions: http://law.justia.com/codes/tennessee/2010/title-63/chapter-6/part-2/63-6-204

This chapter defines people who are allowed to practice medicine in the state of Tennessee and describes the key guidelines that they physicians should follow in order maintain professionalism in their practice. For example, sub-section 5 restricts the activities that the physician practice can deal with by stating that the physician practice cannot engage in any other type of business other than provision of health care and all properties that it owns as an entity must be used in the delivery of health services. The chapter also allows physician office to employ physicians and guides their relationship with the employer’s office, whereby their employment cannot be terminated on any other reason other than the malpractices related with medical practice.

2010 Tennessee Code, Title 63, Chapter 19, Part 1, 63-19-107: Restrictions on supervising physicians and assistants: http://law.justia.com/codes/tennessee/2010/title-63/chapter-19/part-1/63-19-107

This chapter regulates the interaction between the management of the physician office and physicians employed to assist in the delivery of health care services. Sub-division 2 (F) holds that the health care providers should made prescription under the supervision of the employer physician. The spirit of the chapter is to regulate the quality of health care delivered in the physician office.

Accreditation:

Physician offices are accredited on the basis of more or less similar standards to other ambulatory health care facilities. The accreditation standards focus on the capacity of the physician office to offer quality services, enhance the safety of clients, and positive experience of patients. Dr. Sally Burbank, similar to other health care facilities is accredited by the Joint Commission.

Apart from the standards and requirements set by the Joint Commission, the physician office is expected to abide by the seven standards set by the Occupational Safety &amp Health Administration agency. http://medicaleconomics.modernmedicine.com/medical-economics/content/physicians-guide-osha-regulations?page=full

The seven standards should be observed by all physician offices irrespective of their sizes or the number of physicians operating them. These standards include the standard on blood borne pathogens, exit routes, hazardous communication, electrical, reporting of occupational illness as well as injuries, and OSHA posters, and Ionizing radiation.

  1. Highlight the effect of each organization’s regulations, accreditation requirements, and other standards on the risk- and quality-management functions and activities.

Organization One

Organization Two

Organization Three

Some of the accreditation requirements given by the joint commission include the capacity of the physician office to offer quality services, good patient experience, and the availability of measures to enhance patients’ safety (Justitia U.S. Law, 2015). Similarly, the 2010 Tennessee Code regulates the qualifications of people who can serve in a physician office with the objective of enhance the quality and safety. The emphasis on the quality of care before the accreditation certificate can be issued forces has forced the physician office to put in place adequate measures to ensure that all services meet the quality standards. The emphasis put on patient’s safety, on the other hand, boosted the risk management since the lack of sufficient safety measures can lead to the withdrawal of the accreditation certificate. Therefore, regulations, accreditation requirements, and standards force organizations to take adequate measures that facilitate continuous improvement in terms of quality and the formulation of suitable measures to prevent the occurrence of adverse events that might harm patients and physicians.

  1. Specify components of performance-management systems—policies and procedures, self-audits, benchmarking, complaint management, corrective or preventive action, education and training, communication, and other mechanisms—to be used by each organization.

Organization One

Organization Two

Organization Three

Dr. Sally Burbank’s physician office needs policies and procedures to guide operations in the delivery of health care and in the management of the entire facility. Organizational policies and procedure lays out long-term processes and goals by creating structures that are based on guidelines and rules (Schwartz, 2014). In addition, the physician office can benchmark itself with other offices in order to learn the best practices from them. Through benchmarking, the office will be able to improve its performance by learning from other competent physicians. Moreover, effective complaint management can help the physician office learn from its mistakes and improve performance with time (Better Business Bureau, 2014).

  1. Provide links to any relevant sources that will be useful as your Learning Team completes the paper.

Organization One

Organization Two

Organization Three

http://www.healthgrades.com/physician/dr-sally-burbank-24qkq

http://law.justia.com/codes/tennessee/2010/title-63/chapter-6/part-2/63-6-204

http://law.justia.com/codes/tennessee/2010/title-63/chapter-19/part-1/63-19-107

http://share.tn.gov/sos/rules/0880/0880.htm

http://medicaleconomics.modernmedicine.com/medical-economics/content/physicians-guide-osha-regulations?page=full

http://smallbusiness.chron.com/policies-procedures-important-succession-planning-946.html

http://us.smetoolkit.org/us/en/content/en/2855/Complaint-Handling-%E2%80%93-An-Advantage-for-Businesses

References

BetterBusiness Bureau (2014). Complaint handling: An advantage forbusinesses. BetterBusiness Bureau.Retrieved September 4, 2015, fromhttp://us.smetoolkit.org/us/en/content/en/2855/Complaint-Handling-%E2%80%93-An-Advantage-for-Businesses

HealthGrade (2015).Nephritic syndrome. HealthGrade.Retrieved August 22, 2015, fromhttp://www.healthgrades.com/physician/dr-sally-burbank-24qkq

JustitiaU.S. Law (2015). 2010 Tennessee Code Title 63 – Professions Of TheHealing Arts Chapter 6 – Medicine and Surgery Part 2 – GeneralProvisions. Justitia.Retrieved August 22, 2015, fromhttp://law.justia.com/codes/tennessee/2010/title-63/chapter-6/part-2/63-6-204

JustitiaU.S. Law (2015). 2010 Tennessee Code, Title 63 – Professions Of TheHealing Arts, Chapter 19 -Physician Assistants, Part 1 – GeneralProvisions. Justitia.Retrieved August 22, 2015, fromhttp://law.justia.com/codes/tennessee/2010/title-63/chapter-19/part-1/63-19-107

Schwartz,L. (2014). Whyare policies and procedures important for succession planning?Santa Monica: Demand Media.

TennesseeState Board of Medical Examiners (2014).Rules of the Tennessee StateBoard of Medical Examiners. TSBME.Retrieved August 22, 2015, fromhttp://share.tn.gov/sos/rules/0880/0880.htm

UBMMedical LLC (2015).A Physician`s Guide to OSHA regulations.UBMMedical LLC.Retrieved August 22, 2015, fromhttp://medicaleconomics.modernmedicine.com/medical-economics/content/physicians-guide-osha-regulations?page=full

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