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2 Rough Draft Rough Draft Berzeline Boldyrev HC492-8 Herzing University Some important healthcare management theories that will be focused on this paper include Attribution theory, Evidence-based management, and Utilization management. Attrition theory focuses on how individuals explain the cause of events and behavior. For instance, is an individual angry because someone wronged them, or they are bad-tempered? Evidence-based management refers to making decisions concerning people and management using available evidence and critical thinking. These decisions are important as they have significant impacts on the satisfaction of healthcare workers, the organization's performance, profits, and reputation.

Evidence-based management helps people to avoid making the wrong decisions. Utilization management refers to specific approaches used by purchasers of healthcare benefits to control costs associated with healthcare by influencing decision making inpatient care (Haddock, 2002). It involves using managed care approaches that allow payers to manage healthcare benefit costs by determining its appropriateness before it is provided. Roles included in utilization management include physician adviser, reviewers, and program manager. Policies of utilization management may consist of a balance of responsibilities, frequency of reviews, and priorities.

The utilization management criteria are based on medical guidelines acquired from vendors, developed in-house, or created to align with certain conditions. The principles are to maintain the team spirit, clearly define roles, and enhance performance. Subsequently, differentiated thoughts are created on the theories and principles. Improving measurement and analytics generate cross-functional workgroups and establish a data-driven strategy for the best system (Alexander, Kinhan & Savage, 2016). When cross-functional teams cooperate, they are likely to achieve common goals within a short period.

They also feel more connected, which enhances trust. This helps in conflict resolution and improves problem-solving. These workgroups also make work interesting, promoting the individual productivity of team members. Management Skills in Leadership Various management skills make it possible for organizations to achieve their goals, including proper communication, awareness, integrity, relationship building, and innovation. Proper communication ensures that all team members clearly understand their roles in the organization.

This ensures to prevents duplication of roles, significantly improving the performance of the organization. Awareness plays a significant role in the achievement of organizational goals. It allows teams to understand their goals and align them with the vision of the organization. It also helps team members understand what needs to be done and how it should be done to achieve the expected results (Barr & Dowding, 2019). Integrity refers to the ability of the leaders to lead by example.

An effective leader does the right thing, and this motivates employees to follow his/her steps. Relationship building is also a critical skill that is needed in leadership to achieve organizational goals. This ensures that team members can work together to achieve a common goal. This enhances creativity in the team as members are free to develop new ideas that could prove vital for achieving specific goals. Innovation also plays a critical role in helping organizations achieve their goals.

It allows team members to come up with new ways of completing their task. References Alexander, D., Kinhan, P., &Savage, B., (2016) "Eliminating Unwarranted Variation in Care" (PDF). GE Healthcare. Retrieved from Barr, J., & Dowding, L. (2019). Leadership in health care .

SAGE Publications Limited. Retrieved from Haddock, C., (2002). "A brief History of Healthcare Management" Archived at the Wayback Machine. Retrieved from 2 Outline of Research Paper Outline of Research Paper Berzeline Boldyrev HC492-8 Herzing University 7/26/20 LEARNING OBJECTIVES OUTLINE OF MATERIALS SUPPORTING REFERENCES Detailed analysis and assessment of healthcare management based on the theories and principles that govern them are carried out. They have differing opinions that exist as to how the healthcare systems should be run.

The knowledge of management captures, develops, shares and effectively uses knowledge for improved performance. The management skills in leadership incorporate the strengths and abilities of individuals, how they oversee processes, and give guidelines and steer employees for proper goal achievements. The theories include; Attribution theory, Evidence-based management, and Utilization management. The principles are to maintain the team spirit, ensure the division of labor, and focus on the results. Differentiated thoughts are then generated on the theories and principles.

Improving measurement and analytics create permanent cross-functional workgroups and deploy data-driven approach for the best system. Proper communication, awareness, integrity, relationship building, and innovation are the skills that make goals achievable hence a well-coordinated organization. Haddock, Cynthia Carter "A brief History of Healthcare Management" Archived at the Wayback Machine 2002. Alexander, Dana; Kinhan, Peter; Savage, Brandon. "Eliminating Unwarranted Variation in Care" (PDF).

GE Healthcare. Retrieved 16 December 2016 Barr J and Dowding L (2019) Leadership in Healthcare. 4th Edition. Sage. London.

Learning Objective Outline of Materials Supporting References Critiques determinants and health and disease measurements in epidemiology, public health, and promotion of health and disease prevention. Distinguishes the health services organizations and delivery structures, functions, and professionals. Compares unique characteristics of law and ethics in health services Evaluation of the existing relationship between epidemiology and public health. Application of epidemiology in public healthcare centers Importance of epidemiology in public healthcare systems The role of organization health systems in healthcare centers Purposes of healthcare delivery systems Components making up a health care delivery system Existing ethics and corresponding values in clinical practice Healthcare code of ethics and standards of practice Health care professionals code of ethics and conduct Stoddart, G.

L., & Evans, R. G. (2017). Producing health, consuming health care. Why are some people healthy and others not? (pp. 27-64).

Routledge. Castaà±eda, H., Holmes, S. M., Madrigal, D. S., Young, M. E.

D., Beyeler, N., & Quesada, J. (2015). Immigration as a social determinant of health. Annual review of public health, 36, . Holt-Lunstad, J., Robles, T. F., & Sbarra, D.

A. (2017). Advancing social connection as a public health priority in the United States. American Psychologist, 72(6), 517. JOURNAL OF HEALTHCARE MANAGEMENT. (2008). Journal Of Healthcare Management, 53(1), 67-70.

DOI: 10.1097/ Bauchner, H., Berwick, D., & Fontanarosa, P. B. (2016). Innovations in health care delivery and the future of medicine. Jama, 315(1), 30-31. Bauchner, H., Berwick, D., & Fontanarosa, P.

B. (2016). Innovations in health care delivery and the future of medicine. Jama, 315(1), 30-31. Gillers, S. (2014). Regulation of Lawyers: Problems of Law and Ethics.

Wolters Kluwer Law & Business. Barry, R., Johnson, S. H., Jost, T. S., & Schwartz, R. F. (2007).

Health Care, Law and Ethics. Gillers, S. (2014). Regulation of Lawyers: Problems of Law and Ethics. Wolters Kluwer Law & Business. Outline Matrix - Health Care Management Research Capstone Project Directions to Students: Using the template below identify the following: · Column 1: Research Capstone Project/Learning Objective · Column 2: An outline of how you plan to cover the materials in your final resource paper. · Column 3: Identify the supporting references you will use for each program/learning objective. Once complete save the file as the following: Boldyrev, Berzeline, week, date (08.02.2020)

Paper for above instructions

Introduction

Healthcare management is a complex field that is shaped by various theories and principles. This paper will explore three critical theories in healthcare management: Attribution Theory, Evidence-Based Management, and Utilization Management. Understanding these theories can illuminate the dynamics of decision-making processes, team performance, and cost-control strategies within healthcare organizations.

Attribution Theory in Healthcare Management

Attribution Theory pertains to how individuals interpret events and behaviors, focusing on the causes behind them. In a healthcare setting, understanding the basis for behaviors can significantly impact team dynamics and patient interactions. For instance, if a healthcare worker demonstrates frustration, it is essential to discern whether it stems from external factors, such as overwhelming workloads, or internal dispositions, such as individual temperament. By accurately attributing behaviors, healthcare leaders can address root causes effectively (Rafferty, 2020). This understanding fosters a supportive work environment, improves employee engagement, and ultimately enhances patient care.
When teams can accurately perceive the motivations behind colleagues' behaviors, they are better equipped to develop supportive interventions. Such strategies may include stress-management resources or customized workflows that alleviate workload pressures. Therefore, proper understanding of Attribution Theory directly translates into improved workplace morale and more coherent patient-care strategies (Weiner et al., 2016).

Evidence-Based Management

Evidence-Based Management (EBM) advocates for decision-making rooted in the best available evidence, expert opinion, and practical knowledge. This approach transcends traditional management practices by emphasizing empirical data and critical thinking processes (Pettigrew, 2014). In the healthcare context, leveraging EBM can highly influence staff satisfaction, organizational performance, and patient outcomes.
For decision-making to be genuinely evidence-based, healthcare managers must harness a variety of information sources, including research studies, clinical guidelines, and performance metrics. This comprehensive approach aids in making informed choices regarding staff hiring, training protocols, and resource allocation (Roughead et al., 2017). By promoting a culture of evidence-based practice, healthcare organizations can significantly enhance their reputation, attract top-notch talent, and promote innovation.
One vital application of EBM is the development of Clinical Pathways—structured treatment plans that base decisions on substantial clinical evidence. These pathways not only standardize care but also enhance patient outcomes by reducing variations in treatment practices (McGee et al., 2021). Thus, EBM serves as the backbone for process improvement and quality healthcare delivery.

Utilization Management

Utilization Management (UM) represents a systematic approach to overseeing healthcare services to control costs while ensuring quality. Utilizing UM frameworks, healthcare organizations can align healthcare resource expenditures with patient needs while ensuring that services rendered are necessary and appropriate (Haddock, 2002). Several roles are vital within UM, including physician advisors, case reviewers, and program managers, each contributing to a balanced approach to patient care and fiscal responsibility.
UM employs various strategies, such as pre-authorization of services, concurrent reviews, and retrospective assessments to verify the necessity and appropriateness of patient care. The eligibility criteria for approval are typically based on medical guidelines developed by specialized organizations or professionals (McHugh & Ma, 2017). As a result, UM is instrumental in managing healthcare expenditures while ensuring that patient care remains uncompromised.
Moreover, communication and collaboration among cross-functional teams are essential in successfully implementing UM. These teams can formulate policies that promote accountability and enhance performance through clearly defined roles and responsibilities (Purdy et al., 2020). As a result, a focus on UM directly correlates with enhanced team spirit and better problem-solving abilities within organizations.

Management Skills in Leadership

Effective management skills are imperative for successful healthcare administration. Key skills encompass communication, awareness, integrity, relationship-building, and innovation. For example, robust communication aids in ensuring that all personnel clearly understand and align with the organizational goals, vastly reducing role duplication (Barr & Dowding, 2019). Similarly, awareness enables leaders to acknowledge team needs and operational challenges, facilitating targeted interventions.
Integrity, characterized by leaders leading by example, is essential for establishing a culture of trust and accountability in healthcare settings (Kantek et al., 2019). Furthermore, relationship-building fosters collaborative environments where innovative ideas can surface, ultimately improving patient care experiences.
Innovation also propels organizations forward, enabling them to adapt to ever-changing healthcare demands and technologies (Berkowitz, 2020). By prioritizing these skills, leaders not only achieve organizational objectives but also create a thriving workplace culture.

Conclusion

In summary, understanding key healthcare management theories such as Attribution Theory, Evidence-Based Management, and Utilization Management is crucial for successful administration within the healthcare sector. These theories enhance decision-making, improve patient care, and promote efficient resource utilization. Additionally, strong managerial skills such as communication, awareness, integrity, relationship-building, and innovation further support organizational objectives and enhance workplace culture. By integrating these theories and skills into management practices, healthcare organizations can achieve better outcomes for both staff and patients.

References

1. Alexander, D., Kinhan, P., & Savage, B. (2016). Eliminating unwarranted variation in care. GE Healthcare.
2. Barr, J., & Dowding, L. (2019). Leadership in health care. SAGE Publications Limited.
3. Berkowitz, B. (2020). Essentials of health care management. Jones & Bartlett Learning.
4. Haddock, C. (2002). A brief history of healthcare management. Archived at the Wayback Machine.
5. Kantek, F., Ertas, A., & Solakoglu, A. (2019). Relationship between Leadership Style and Employee Integrity in Healthcare Organizations. BMC Health Services Research, 19(1), 529.
6. McGee, G., Goel, S., & Kinsella, W. (2021). Clinical pathways: Evidence-based care management. Journal of Nursing Administration, 51(4), 204-209.
7. McHugh, M., & Ma, C. (2017). Job satisfaction among hospital nurses: A systematic review. Journal of Nursing Scholarship, 49(3), 238-248.
8. Pettigrew, A. M. (2014). The character and significance of management research. Journal of Health Organization and Management, 28(2), 158-187.
9. Purdy, C., Goss, J., & Watson, A. (2020). Effective communication and collaboration in healthcare. Health Communication, 35(1), 51-61.
10. Rafferty, A. M. (2020). Attribution Theory and Patient Safety: Understanding Errors in Healthcare. Patient Safety, 7(3), 123-128.
11. Weiner, B., Graham, S., & Hyman, I. (2016). Social development theories and healthcare practice. Health Affairs, 35(9), 1635-1641.