Newsletter Introduction In Weeks 1 Through 4 You’ll Produce

Newsletter Introductionin Weeks 1 Through 4 Youll Produce A Newslett

In Weeks 1 through 4, you will produce a newsletter that covers the content discussed in each assignment. The purpose of the newsletter is to provide advice for health care leaders on how to apply the skills and concepts to similar scenarios that arise in the workplace. For each part of the assignment, create an article addressing each prompt, framing it as advice to organization leaders. Use a tool or template to create the newsletter, adding images or figures formatted according to APA Style. Incorporate a minimum of three to four scholarly or credible sources, formatted per APA guidelines.

Paper For Above instruction

Part 1: Leadership Practices at Lake View Hospital

The case study centers on Lake View Hospital, a rural Minnesota 25-bed critical access hospital, which sought to revamp its physician and advanced practice provider (APP) coverage models to enhance recruitment, retention, and service delivery. Under the leadership of the hospital’s CEO and director of primary care, strategic restructuring efforts were undertaken in areas such as provider contracts, recruitment strategies, and call obligations.

Leadership practices that fostered innovation included collaborative planning, transparent communication, and inclusive deliberation among administrators and providers. For example, restructuring provider contracts involved active stakeholder engagement, ensuring fairness and alignment with organizational goals. Similarly, revising the call coverage model required creative problem-solving, involving physicians and ED staff in discussions to design a sustainable system that reduced overnight call burdens while maintaining inpatient care.

In managing resistance to change, Lake View employed several techniques. To address provider concerns about contract revisions and recruitment, the organization emphasized transparency, shared goals, and professional development benefits. For the call coverage change, they used participatory decision-making, pilot testing, and clear communication of benefits to reduce apprehension. Regular updates and stakeholder involvement fostered ownership and minimized opposition.

Lessons learned by Lake View include the importance of stakeholder engagement, transparent communication, and flexible problem-solving. The hospital’s leadership demonstrated that collaborative approaches and open dialogue can facilitate successful change implementations. The conclusion underscores that strategic leadership practices, emphasizing inclusion and innovation, are essential to adapt to evolving healthcare demands in rural settings.

Part 2: Diversity and Cultural Competence in Healthcare

The “Patient Aligned Care Teams” case study discusses how a healthcare organization implemented a diversity and cultural competence program. The initiative aimed to enhance patient care by fostering understanding and respect for cultural differences among staff and patients. The organization recognized diversity as a driver of improved health outcomes, particularly in diverse populations.

Healthcare leaders must become culturally competent and inclusive for two primary reasons. First, cultural competence improves patient engagement and adherence, leading to better health outcomes. Second, it reduces disparities and enhances equity in healthcare, fulfilling ethical and professional responsibilities.

The success of the diversity program in the case study was evidenced by increased staff awareness, improved communication, and higher patient satisfaction scores. Training sessions and ongoing cultural competence education fostered an inclusive environment where staff could better understand patients’ cultural contexts. However, sustainability and ongoing assessment are necessary to maintain gains and address emerging diversity challenges.

Overall, integrating cultural competence into healthcare leadership practices is vital for delivering equitable, patient-centered care. Leaders must prioritize ongoing education, organizational policies, and community engagement to sustain progress and adapt to demographic shifts.

References

  • Bose, I. (2019). Metrics of organizational practices in human resource management: Selected perspectives from HR analytics. RIMS Journal of Management, 4(1), 26-35.
  • Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human resource management applications: Cases, exercises, incidents, and skill builders. Mason, OH: Cengage Learning.
  • Wawer, M. (2018). The use of HR metrics in human resources management. Przedsiębiorczość i Zarządzanie, 19(3.2).
  • Shen, M., & Liu, S. (2020). Strategies for fostering diversity and inclusion in healthcare organizations. Journal of Healthcare Management, 65(2), 119-130.
  • Beach, M. C., & Price, E. (2018). Cultural competence: An essential component of effective healthcare. American Journal of Public Health, 108(Suppl 2), S119–S120.
  • Moving toward culturally competent healthcare. (2019). Office of Minority Health. https://minorityhealth.hhs.gov/omh/browse.aspx?lvl=4&lvlid=31
  • Betancourt, J. R., Green, A. R., Carrillo, J. E., & Park, E. R. (2016). Cultural competence and health disparities: Key perspectives. Health Affairs, 35(10), 1824-1832.
  • Campinha-Bacote, J. (2011). Delivering culturally competent nursing care. Oxford University Press.
  • Institute of Medicine. (2003). Unequal treatment: Confronting racial and ethnic disparities in health care. National Academies Press.
  • Jongen, C., McCalman, J., & Bainbridge, R. (2018). The Implementation of Culturally Appropriate Services in Healthcare: A Systematic Review. International Journal for Equity in Health, 17(1), 160.

Related Assignments