Reference no: EM131691890
Discussion Board 1
The Domains of the Health Administration Leadership Competency Model
The history, definition, and use of Leadership Competency Models were addressed this week in Chapter 2 of your course text. The Health Administration Leadership Competency Model was specifically tailored to include interdisciplinary effectiveness. It consists of seven interrelated domains of competencies.
To prepare:
• Review the Health Administration Leadership Competency Model on pages 26-29 of your text.
• Identify someone with whom you have worked in the past who served as a leader.
• Evaluate that person's leadership skills according to the criteria identified by the seven domains of the model, i.e., Charting the Course, Inspiring Commitment, Developing Work Relationships, Structuring the Work Environment, Influencing, Communicating, and Self-Management.
The history, definition, and use of Leadership Competency Models were addressed this week in Chapter 2 of your course text. The Health Administration Leadership Competency Model was specifically tailored to include interdisciplinary effectiveness. It consists of seven interrelated domains of competencies.
To prepare:
• Review the Health Administration Leadership Competency Model on pages 26-29 of your text.
• Identify someone with whom you have worked in the past who served as a leader.
• Evaluate that person's leadership skills according to the criteria identified by the seven domains of the model, i.e., Charting the Course,
Inspiring Commitment, Developing Work Relationships, Structuring the Work Environment, Influencing, Communicating, and Self- Management.
Post a comprehensive response to the following:
• What characteristics made that person an effective or ineffective leader? Please explain with reference to the Health Administration Leadership Competency Model.
• What conflicts and challenges arose during your work together?
• How did the leader assist in working through it?
• Did you play a role in resolving the issue? If so, describe the situation
• REFERENCES
Freshman, B., Rubino, L., & Reid Chassiakos, Y. (Eds.). (2010). Collaboration across disciplines in health care. Sudbury, MA: Jones and Bartlett Learning.
Chapter 3, "Leadership Development in the Interdisciplinary Context"
As an interdisciplinary team approach to health care gains traction, the qualities and skills required of an effective leader are evolving. In this chapter, challenges facing leaders of interdisciplinary teams are identified and strategies for developing leaders to meet these challenges are discussed.
Chapter 4, "Fostering Interdisciplinary Collaboration in Healthcare Organizations" (pp. 65-76, from "Learning Objectives" through "Fostering a Culture of Interdisciplinary Collaboration")
This section of the chapter is devoted to identifying factors to facilitate the successful development of strategies for interdisciplinary collaboration in health care organizations.
Chapter 8, "Management and Administration of Collaborative Models" (pp. 153-168, "Assessing the Readiness of the Organization and Team to Collaborate")
Collaboration may not always be the right model for an organization to adapt. This chapter offers criteria for assessing whether or not an organization is prepared to collaborate, and offers steps that can be taken to make an organization "collaboration ready."
Armstrong, R. (2005). Requirements of a self-managed team leader.
The role of a leader in a self-managed team differs from that of a leader in a traditional organization. This article identifies some of those differences and offers insight into how leaders of self-managed teams exercise this different kind of authority.
Edmondson, A., Bohmer, R., & Pisano, G. (2001). Speeding up team learning. Harvard Business Review, 79(9), 125.
By studying the behavior of 16 cardiac surgical teams who needed to learn a new procedure, the authors surmised that a team's success is influenced by its ability to learn a new way of working, not just its ability to efficiently execute established procedures.
Runy, L. (2007). Attributes of a high-performing culture: In this kind of culture, you'll never be satisfied that you've achieved a high level of performance. H&HN: Hospitals & Health Networks, 81(4).
Note: Retrieved from the Walden Library databases.
This article describes critical attributes and best practices of high-performing hospitals and health care organizations. Everyone in the organization has an impact on its performance, and specific responsibilities for different groups within the organization are identified.
Scott, G. (2009). Teamwork. A focus on internal customers can lead to satisfied patients. Healthcare Executive, 24(2), 46-47.
Note: Retrieved from the Walden Library databases.
Because the service that health care workers offer to each other has a direct effect on patient satisfaction and outcomes, the author offers several strategies team members can employ to improve and enhance internal customer service.
University of Washington. (1998). Interdisciplinary team issues.
The shift in health care from a hierarchical model to a team model brings with it complex protocol issues regarding responsibilities, authority, conflict management, and ethics. Several pertinent issues are discussed in this article, which also presents case studies as examples.
Zhivago, K. (2010, January 24). Top 10 characteristics of an effective leader. Revenue Journal.
This page enumerates important character attributes of an effective leader. Although written from a businesswoman's point of view, the article discusses qualities that apply to leadership in any field.
DISCUSSION BOARD 2
Acute and long-term care are two significantly different health service delivery models designed to meet different patient needs. Acute care facilities generally deal with immediate, generally urgent, medical needs, focusing on stabilizing the patient and discharging them as soon as possible. In contrast, long-term care facilities take an ongoing approach to care, as patients are often considered residents for varying periods of time.
To prepare for this Discussion, review this week's Learning Resources. Consider your experience preparing for the Week 2 Application Assignment.
Post a comprehensive response to the following:
• What are at least two similarities and two differences between traditional hospital and nursing-home settings? What are some of the important practical effects of the similarities and differences?
• What are some of the alternatives to historical long-term care-delivery models?
Note: Initial postings must be 250-350 words (not including references).
REFERENCES
Current Issues in Healthcare Policy and Practice
Chapter 5, "Overview of Long-Term Care"This chapter presents an overview of long-term care facilities and the role they play in the health care delivery system.
Chapter 6, "Long-Term Care Policy: Past, Present, and Future"•How shall we care for our seniors? This chapter examines where long-term care has come from and where it is going.
Chapter 7, "The Long-Term Care Industry"• (pp. 201-211 through "Continuing Care Retirement Communities")Caring for our aging population has become a significant industry in much the same way that acute care has. This chapter looks at the growth of the elder-care segment of the health care industry.
Chapter 8, "Internal Environment and Culture Change" (pp. 229-242 through "Socializing," and page 248 from "Enriched Environments" through p. 273)This chapter examines the evolution of the concept of "quality of life" alongside "quality of care."
Medicare.gov. (2009). Advance Directives & Long-term care.
This web page, part of the larger Medicare.gov site, offers a primer on long-term care.
LeadingAge
LeadingAge promotes adult day services, home health, hospice, community-based services, PACE, senior housing, assisted living residences, continuing care communities, nursing homes as well as technology solutions and person-centered practices that support the overall health and wellbeing of seniors, children, and those with special needs.
American Health Care Association (AHCA)
The AHCA is a federation of state health organizations that represents the interests of assisted living, nursing facility, developmentally disabled, and sub-acute care providers.
The Eden Alternative
The Eden Alternative is a not-for-profit organization that seeks to alleviate the sense of loneliness, helplessness, and boredom experienced by nursing home residents by de-institutionalizing the culture and environment of traditional nursing homes.
The Green House Project
The Green House Project is a unique not-for-profit organization that is helping re-envision the next generation of elder-care facilities.
National Long-Term Care Ombudsman Resource Center
The National Long-Term Care Ombudsman Resource Center provides support and services for those who advocate for residents of nursing homes, board and care homes, and assisted-living facilities nationwide.
Optional Resources
The Eden Alternative, & Thou Shalt Honor, PBS
The Green House Project, Videos
Current Issues in Healthcare Policy and Practice
Chapter 7, "The Long-Term Care Industry" (pp. 211-227)
Chapter 8, "Internal Environment and Culture Change" (pp. 242-248).