TOPIC 1
Look at the Home Care scenario in the “Allied Health Community” media. Identify the types of conflict that were happening with in the meeting. Identify the decision-making models that were used.
TOPIC 2
Describe the four basic types of conflict and provide examples of each in a health care environment. For each of the types of conflict, provide a type of negotiation that can be utilized effectively for resolution. Explain why you feel that each is the best type of negotiation in relation to the given conflict.
Textbook
1. Organization Behavior in Health Care
Read chapters 13 and 14 in Organization Behavior in Health Care.
HOME CARE Scenario
Type of Care Provided Scenario Care in this capacity can range from short term to long term based upon the changing needs of the patient. Patient age can range from pediatric to elderly. Care can be provided in the patient’s private home, group home, or assisted living setting. Medical homes fall into this category and are a new focus of Accountable Care Organizations through the Affordable Care Act of 2010. Standardization, process, attention to detail, and uniform adherence to policy are the most difficult concepts for Louis to impress on his managers. As a quality insurance director for a home health company, he continually finds errors that put the company at risk. More importantly, they put people at risk. There are three shifts and 27 managers. Most follow protocol well, but there are eight managers who have been with the organization for over 10 years who do not. When the process was revamped late last year, these eight managers rejected the changes and instructed their employees to continue charting as they had been doing in the past. This has created a great deal of confusion at shift change, as well as hostility with the other managers, who feel their teams will make errors because information was not charted within the scope of the new policy. The managers who refuse to follow the new charting process admit that they understand what is expected, but they state that the new process is cumbersome, increases error, and obscures vital data. The managers that refuse to comply with the new process are also some of the best in the organization. They say they are not objecting because they want to avoid change or work. Instead, they detailed a list of problems and risks that they identified as a result of the new process and gave it to the leaders of the home health company. This put the company in a bind. They had invested $750,000 in the new system and had service agreements for the next two years. However, they could not just dismiss the concerns or risks communicated by the eight managers. Louis’ job was a nightmare. Everything was at an impasse and people were at risk.
Operational Budget
This budget focuses on a broader view of the total operations of the organization in which all departments are reviewed for both their income potential and the costs associated with the work activities used to generate projected revenues. Each department will have its own budget for the managers to follow and on which to base the activities of the department in order to meet its contribution to the total revenues and the associated costs of the organization.
• Annual Budget
• Revenue Budget
• Capital Budget
Medical Supplies
This budget is focused specifically on the requirement-based services being delivered by the hospital professional, which are often referred to as nondurable disposable items. This budget includes specific items for the surgeon or professional performing the services. These may include such things as oxygen supplies, diabetic supplies, ostomy supplies, bandages, and related supportive items. These items are generally manufactured for one-time use. They are not reused due the inability to sterilize them. The items that are reusable are classified under capital assets and have a use-time identified with the specific piece of equipment.
• Surgical Services
• Medical Services
Vendor/External Suppliers
Health service organizations have special needs and may require certain external items and/or services. Most organizations have projected budgets to include the purchase of supplies and services for outside contractors (vendors) who specialize in installation, monitoring, and the repair of specialized equipment or technology being utilized by the specific health care delivery system.
• Office Supplies
• Medical Supplies
• Surgical Supplies
Human Resources
This budget indicates the finances needed to support the organization’s objectives, from a personnel perspective. Full-time equivalent (FTE) calculations are used to project the personnel budget. These individuals could include nonskilled labors to professional licensed physicians and various job descriptions within the categories. In addition to listing the FTEs, the associated benefits of the FTEs would be projected within this department for each FTE within the organization. This will generally include line items for consultants and temporary positions based on the needs of the organization.
• Administrative Staff
• Clinical Staff
• Medical Providers
• Dietary Services
• This is a departmental budget focused on the costs and potential reimbursement for the organization. The operation is overseen by a dietitian or nutritionist who is responsible for supplying the nutritional needs of the patients within their care. This department may utilize the services of several consultants or contract this service to an outside organization.
• Maintenance/Facility Operations
• This departmental budget focuses on the overall upkeep of the building and the related equipment and machines to provide a safe and comfortable environment for both the patients and workers. This budget includes all FTEs and may also include line items for consultants and outside sources based on needs of the facility.
Departmental Costs
This budget focuses on the specific department and its overall needs, costs, and potential revenue in relation to the overall goals of the organization’s strategic plan. The manager’s primary responsibility is to monitor the operational efficiency of the department, including all areas that directly impact and support the generating of revenue for the organization. Managers may be required to present an analysis of the weekly or monthly operational analysis to the Chief Financial Officer of the organization or a lead manager.
• Administration
• Clinical
• Case Management

TAKE ADVANTAGE OF OUR PROMOTIONAL DISCOUNT DISPLAYED ON THE WEBSITE AND GET A DISCOUNT FOR YOUR PAPER NOW!