Participation Requirements: please respond with a short pahragraph to each stude

Participation Requirements:
please respond with a short pahragraph to each student.
1. Lisa,
Patient-centered medical homes (PCMHs) are the building blocks for integrated health care delivery and population health (Khanna et al., 2017). A successful PCMH model consists of physician-patient relationship, patient centered approach in the delivery of care, access to care, patient’s ability to comprehend data, team management, and role definition. The features of the PCMH model that works well are the integration of care coordination in primary care. An example would be the diabetes management and nutrition care. Another feature that works well is the division of behavioral health embedded in the PCMH model, which provides emotional support for patients requiring intervention. An element of the PCMH model that I would change is to implement the 2-1 nursing per assigned provider. This teamwork approach can be helpful during the screening process to alleviate burnout with the nursing workload. It also allows for one nurse to be available to administer treatment to a patient, while the second nurse takes over screening. Another element is to encourage providers to utilize check out forms with patients. The PCMH environment is fast paced and it’s important to train staff to be flexible with team coverage. Management should oversee the clinic functions, encourage team building activities among the multidisciplinary team, and promote patient safety.
2. Jasmyn,
The characteristics of a radiology department are determined by the roles and functions of the hospital and the needs of the community it serves. In smaller hospitals, the radiology department may be involved only in patient care. The organization of a radiology department affects its internal structure and the disposition and management of personnel and fiscal resources. Management goals are to arrange employees into working groups according to their work functions. Administration directs the efforts and skills of employees toward reaching departmental objectives in a cohesive and satisfying fashion. Radiology departments must engage the entire organization from members of leadership to individual faculty, learners, and staff in order to be successful in increasing their diversity and inclusion efforts, and to fully utilize the potential of everyone in the department through empowerment (ESR, 2019). The radiology department does well on patient flow and technical operations. Operating imaging department has a smooth patient flow that does not have bottlenecks or long wait times and optimal patient flow creates a positive patient experience and maximizes the department’s use of staff resources and equipment. With efficient imaging departments can minimizes tech-related downtime and has high-functioning equipment. On the other hand, in 2019 an American College of Radiology national survey of radiologists and radiation oncologists showed that women and underrepresented minorities are more likely to experience unfair or disrespectful treatment in the work- place, serving as a barrier to recruitment, retention, and career advancement for these individuals (Weaver et al,. 2021). Introspection is a necessary step when making the conscious choice to improve both the individual department member as well as the department as a whole. Through active communication at the individual department member and leadership lev- els, policies can be established that ensure consistency in diversity within the radiology department.
3. Professor Pardazi,
Interesting models being shared! When I first read this question, I thought of true “org structure” models. There are some high-level models that we see broadly in many organizations and in healthcare we are seeing the emergence of matrix structures that combine different functional areas. This make a lot of sense for healthcare because there is such an overlap in functional discipline in the work area for the sake of patient care. Nursing, Medicine, Radiology, Respiratory, Lab, Pharmacy and many other modalities all intersect at the point of care. Other ancillary support areas are highly impacted and informed by the care process: quality, risk, supply chain, patient safety, infection control, environmental services, facilities.
It’s not uncommon to see matrix reporting, matrixing between divisions and lots of cross-collaboration to keep everyone informed for the best possible decisions as possible.
Let’s define some of these terms that were used to keep the class informed!
Functional Organization Structure
Under a functional organization structure, people who do similar tasks are grouped together based on specialty. So all the accountants are placed in the finance department and so on for the marketing, operations, senior management and human resources departments. The advantages of this kind of structure include quick decision making, because the group members can easily communicate. They can also learn from each other, since they already possess similar skill sets and interests.
Divisional Structure Based on Products
In a divisional structure, your company groups workers into teams based on the products or projects that meet the needs of a certain type of customer. For example, a bakery with a catering operation might structure the workforce based on key clientele, such as a wedding department and a wholesale-retail department. The division of labor in this kind of structure ensures workers making similar products can achieve greater efficiency and higher output.
Matrix Structure Combines Functional and Divisional Models
A matrix structure combines elements of the functional and divisional models, so it’s more complex. It groups people into functional departments of specialization, then further separates them into divisional projects and products. In a matrix structure the team members are given more autonomy and expected to take on more responsibility for their work. This increases the productivity of the team, fosters greater innovation and creativity, and allows managers to cooperatively solve decision-making problems through group interaction. This type of organizational structure takes lots of planning and effort, making it appropriate for large companies that have the resources to devote to managing a complex business framework.
Flat Organizational Structure
A flat organizational structure attempts to disrupt the traditional top-down management system of most companies. Management is decentralized so there is no everyday “boss.” Each employee is the boss of themselves, eliminating bureaucracy and red tape and improving direct communication. For example, an employee who has an idea doesn’t have to wade through three levels of upper managers to get the idea to the key person making the decision. The employee simply communicates directly with the target on a peer-based level. A company adopting this type of structure for everyday purposes typically establishes a special top-down management system for temporary projects or events.
4. Bryce,
The current organizational model of my employer is more of a divisional structure based on the needs of the customer. Each allied health department works for certain groups which require a more focused knowledge set. As diving is a large part of our organization, a large majority of the medical department consists of diving medical officers with a few independent duty corpsmen. The way this structure is set up works well within our organization as many of the employees are then able to collaborate on the different issues and provide a more focused patient centered care. The features I feel that do not work well with this type of structure is that they lack perspective from other medical professionals. A diving medical officer tends to look at an issue from a diving perspective and this is not always the case with every issue. Divisional Structure is a type of departmentation in which positions are grouped according to similarity of products, services or markets; individuals are unable to develop in-depth areas of specialization to the same extent as in a functional structure (Bayt, n.d.). Incorporating different perspectives is something I feel is important to the organizations success with achieving effective patient centered care. If I could change the organizational model, I would simply encourage more interprofessional collaboration between different divisions to get better perspectives. “Interprofessional collaboration occurs when 2 or more professions work together to achieve common goals and is often used as a means for solving a variety of problems and complex issues” (Green & Johnson, 2015).
5. Brooke,
Hello Class
I decided to do my organizational model and structure on CRNAs and the features of the work model.
A certified registered nurse anesthetist (CRNA) organizational structure (practical model, work environment, workload, level of education, and years of experience), awareness of patient safety culture, and CRNA.
METHODS: Using the Nursing Organization and Outcomes Model (NOOM) and the Patient Safety Culture Framework, look at the interrelationships between CRNA organizational structure, awareness of patient safety culture, and reporting of adverse events.
RESULTS: Increased workload due to organizational structure and fewer years of experience, inadequate ventilation, and difficult extubation, as well as awareness of patient safety culture and patient safety levels were predicted.
CONCLUSIONS: Two organizational structures, CRNA workload and years of experience, have had significant implications for reporting adverse CRNA events and patient safety culture. The relationship between work attitudes, education levels, the organizational structure of practice models and adverse event reporting, and patient safety culture was not supported.
6. Pat,
The structure in my current organization fits most with the description of a functional organizational structure. We have “front office” staff who perform receptionist-like roles, a billing team, and “back-office” staff who perform medical assisting-type responsibilities. Our model also incorporates some elements of a matrix structure, as each team of individuals who perform the same function has a team manager. From there, we do not have upper-level management, just the physicians that own the practice. The benefits of this model are that issues can be identified and addressed quickly without the red tape. A tip from the AMA is to conduct frequent focused meetings to discuss work for and teamwork at the private practice level (3 Overlooked Ways to Make Your Private Practice More Efficient | American Medical Association, n.d.). Brief focused meetings of our management team allow us to identify problems, identify the cause, and implement a solution relatively quickly. The downside is that without upper management, team managers don’t have much in terms of resources or support. Medical schools and residency programs don’t train medical students to oversee medical staff or navigate the increasing complexities or the insurance billing (Anderson, 2016). Our 2 managing physicians are excellent health care providers but are not knowledgeable on the nuanced challenges within departments and rarely provide congruent guidance. If I could implement a change it would be to implement more standardized procedures and encourage our providers to present a more unified management style to improve uniformity.