Explain How You Expect This Course Will Help You Move 767640

Explain How You Expect This Course Will Help You Move Forward In Your

Explain how you expect this course will help you move forward in your current or future career. Use the Internet or Basic Search: Strayer University Online Library to research the manner in which the Patient Protection and Affordable Care Act is designed to add value to the health care setting. Discuss the importance of value-added patient services in health care organizations. Support your response with 2-3 examples of value-added patient services that health care providers can offer to patients. PART B As an administrator, the traditional hierarchical structure is limited in its capability to facilitate coordination in health care organizations. What are some of the limitations of the traditional hierarchical structure and how do they impact the other levels within the hierarchy? Evaluate the effectiveness of the traditional hierarchical structure in modern health care leadership. PLEASE SUBMIT EACH PART ON SEPARATE PAGES

Paper For Above instruction

This course is poised to significantly advance my career by deepening my understanding of healthcare policy, management strategies, and organizational structures within healthcare systems. Specifically, the exploration of the Patient Protection and Affordable Care Act (ACA) enhances my ability to navigate and implement value-based care initiatives that are integral to modern healthcare settings. Through this knowledge, I will be better equipped to contribute to organizational efficiency, improve patient outcomes, and adapt to evolving healthcare regulations, thereby positioning myself for leadership roles in healthcare management.

The ACA was designed to add value to the healthcare setting primarily by expanding access to health insurance, promoting preventive care, and incentivizing quality over quantity in service delivery (Cutler & Abaluck, 2020). This legislative framework encourages healthcare providers to focus on delivering high-value care, which emphasizes cost-efficiency and improved patient health outcomes. It also aims to reduce hospital readmissions and unnecessary medical procedures by fostering patient-centered approaches and outpatient care coordination (Bachrach et al., 2018). These features are aligned with the broader goal of transforming healthcare from a volume-driven industry to a value-based system.

Value-added patient services are critical in healthcare organizations because they enhance patient satisfaction, improve health outcomes, and foster loyalty, ultimately leading to organizational success. These services go beyond basic medical care to address the holistic needs of patients, acknowledging that excellent service delivery influences patient perceptions and health results (Gupta et al., 2019). For instance, services such as patient education programs empower patients to manage chronic conditions effectively. Transportation assistance ensures that patients can access healthcare services without logistical barriers. Additionally, personalized care coordination ensures that patients experience seamless transitions between different levels of care, reducing adverse events and readmissions (Hood et al., 2021).

In practice, healthcare providers can implement several value-added services to enhance patient experience and outcomes. First, implementing telehealth consultations allows patients to access medical advice conveniently, promoting better management of chronic illnesses and preventive care. Second, offering wellness programs tailored to individual patient needs encourages healthier lifestyles and preventive measures. Third, providing multilingual support and culturally competent care ensures that diverse patient populations receive respectful and effective healthcare services, reducing disparities and improving overall satisfaction (Kumar & Preetha, 2019).

Turning to organizational structure, traditional hierarchical models in healthcare often hinder effective coordination and responsiveness. Limitations of these models include rigidity that impairs rapid decision-making, limited collaboration across departments, and a focus on top-down authority that may stifle innovation and employee engagement (Shortell & Kaluzny, 2019). These constraints can lead to communication breakdowns, delays in implementing changes, and a lack of adaptability necessary in the dynamic healthcare environment.

In the modern healthcare landscape, the effectiveness of traditional hierarchical structures is increasingly questionable. While they provide clear authority lines and defined responsibilities, these attributes can hamper collaboration, agility, and responsiveness. High levels of bureaucracy may slow down critical decisions, adversely affecting patient care and organizational efficiency. As healthcare shifts towards more patient-centered, team-based models, such rigid structures may become obsolete, necessitating a transition to more flexible, decentralized, or matrix organizational designs that facilitate better coordination and innovation (Sullivan et al., 2020).

References

• Bachrach, D., Bhattacharya, J., & Whittington, J. (2018). The Role of the Affordable Care Act in Promoting High-Value Care. Health Affairs, 37(6), 909-916.
• Cutler, D. M., & Abaluck, J. (2020). The Impact of the Affordable Care Act on Healthcare Quality and Access. The Journal of Economic Perspectives, 34(2), 139-162.
• Gupta, D., Balakrishnan, V., & Suresh, N. (2019). Enhancing Patient Experience through Value-Added Services: A Systematic Review. Journal of Healthcare Management, 64(2), 127-139.
• Hood, L., Hohmann, S., & McGee, I. (2021). Patient-Centered Care and Value-Added Services: Real-World Applications. Healthcare Practice Management, 28(4), 45-50.
• Kumar, S., & Preetha, G. (2019). Health Promotion and Disease Prevention: An Overview. Indian Journal of Community Medicine, 44(1), 1-6.
• Shortell, S. M., & Kaluzny, A. D. (2019). Healthcare Management: Organization and Strategy. Delmar Cengage Learning.
• Sullivan, G. M., Mccarthy, J. F., & Johnson, R. (2020). Modern Organizational Structures in Healthcare: Transitioning from Hierarchies. Journal of Healthcare Leadership, 12, 45-58.