Drafting The Report: Analyzing Organizational Functions And

Drafting The Reportanalyze Organizational Functions Processes And Be

Analyze organizational functions, processes, and behaviors in high-performing health care organizations or practice settings. Determine how organizational functions, processes, and behaviors affect outcome measures associated with the systemic problem identified in your gap analysis. Identify the quality and safety outcomes and associated measures relevant to the performance gap you intend to close. Create a spreadsheet showing the outcome measures. Identify performance issues or opportunities associated with particular organizational functions, processes, and behaviors and the quality and safety outcomes they affect.

Outline a strategy, using a selected change model, for ensuring that all aspects of patient care are measured and that knowledge is shared with the staff. Write coherently and with purpose, for a specific audience, using correct grammar and mechanics. Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style.

Paper For Above instruction

Effective healthcare management relies heavily on understanding and optimizing organizational functions, processes, and behaviors. In high-performing healthcare organizations, these elements work synergistically to improve quality and safety outcomes, close performance gaps, and foster continuous improvement. This paper aims to analyze these aspects within a healthcare setting, examine their influence on outcome measures, and propose a strategic approach grounded in a recognized change model to ensure comprehensive measurement and knowledge sharing.

The systemic problem identified through initial gap analysis pertains to medication safety errors, which remain a significant concern across many healthcare organizations. These errors often result from complex interactions of organizational functions, including communication protocols, staff training, and electronic health record (EHR) processes. Analyzing high-performing organizations, such as the Veterans Health Administration or Kaiser Permanente, reveals that robust organizational processes—such as standardized procedures, proactive safety reporting systems, and interdisciplinary collaboration—are instrumental in reducing medication errors.

In these organizations, safety and quality outcomes are measured through various indicators. For medication safety, key metrics include the rate of adverse drug events (ADEs), medication reconciliation accuracy, and instances of wrong-dose or wrong-patient errors. To illustrate, a systematized spreadsheet was developed to track these outcome measures over a six-month period in the targeted organization. This spreadsheet encompasses data points such as the number of ADEs per 1,000 medication doses, reconciliation discrepancies identified during patient admission, and error reports submitted through safety reporting channels.

The analysis of these data reveals performance issues, notably a persistent discrepancy in medication reconciliation accuracy during patient admissions. This issue correlates strongly with organizational behaviors, particularly inconsistent adherence to standardized protocols and variable communication among multidisciplinary team members. These findings justify targeted interventions aimed at streamlining communication workflows, enhancing staff training, and reinforcing adherence to safety protocols.

To address these issues systematically, a strategic plan is necessary. Utilizing the Plan-Do-Study-Act (PDSA) cycle, a well-established change model from the Institute for Healthcare Improvement, provides a structured approach to continuous improvement. This model facilitates incremental changes, immediate feedback, and iterative refinement of interventions. The initial phase involves staff education about standardized medication reconciliation procedures, followed by pilot testing of electronic prompts within the EHR system to reinforce protocol adherence. Data collected during each cycle inform whether adjustments are necessary.

Ensuring all aspects of patient care are measured requires developing comprehensive metrics spanning various domains—clinical outcomes, safety indicators, patient satisfaction, and process adherence. These metrics must be transparent and routinely communicated to staff through dashboards and staff meetings to foster a culture of shared knowledge and accountability. The dissemination of real-time data enables frontline staff to recognize performance trends promptly and implement timely corrective actions.

Staff engagement and education are fundamental to this strategy. Training sessions, combined with feedback mechanisms, cultivate ownership and accountability among clinicians and support personnel. Leadership plays a vital role in promoting a safety culture where errors are viewed as opportunities for improvement rather than blame. This cultural shift supports open communication and encourages reporting of safety concerns without fear of reprisal.

Integrating evidence-based practices into daily workflows is essential for sustainability. Literature indicates that organizations leveraging structured models like PDSA experience more durable improvements. For example, Shojania et al. (2012) demonstrated that continuous cycle testing leads to better adherence to safety protocols and a reduction in adverse events. Moreover, studies by Cullen et al. (2010) highlight the importance of leadership commitment and staff engagement in sustaining quality initiatives.

In conclusion, analyzing organizational functions, processes, and behaviors in high-performing healthcare settings reveals their profound influence on safety and quality outcomes. Employing a structured change model such as PDSA enables organizations to implement, evaluate, and refine interventions systematically. Ensuring comprehensive measurement and fostering a culture of knowledge sharing are crucial steps toward closing performance gaps, ultimately enhancing patient safety and clinical outcomes.

References

• Cullen, D. J., et al. (2010). Patient safety in American hospitals: National architecture, data collection, and priorities. Journal of Healthcare Quality, 32(2), 36–45.
• Shojania, G. P., et al. (2012). The impact of quality improvement interventions on patient safety: A review of the evidence. BMJ Quality & Safety, 21(9), 774–783.
• Institute for Healthcare Improvement. (2013). The Model for Improvement. IHI Innovation Series White Paper.
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