Many healthcare facilities do not focus on achieving the goal of providing high-quality healthcare to patients. Some of these benefits are mainly focused on making a profit. Most of these companies hire business conscious people to manage their operations/business departments. As a result, the operational managers of some hospitals, nursing homes, or home care agencies may not have a clinical background.
The decision to hire a professional operational manager with no clinical background can adversely affect the quality of healthcare in many settings. These individuals generally do not prioritize patient safety or optimal patient outcomes. While some operational managers may perform certain tasks as an operational manager for strategy managers and nurse managers, all work must be taken over by the nurse manager. Whether a nurse manager who has been deputed for this role shows any benefit from being treated by him or her physician can be regularly pressed.
High-quality healthcare and beneficial coexistence can occur. However, it is rare in many places. An appropriate business model should be applied to facilitate high-quality healthcare and coexistence. High-quality healthcare means providing the care that patients need. There are successful business models in well-structured healthcare environments, where qualified and highly trained individuals are placed in key positions.
Individuals in key positions are charged with making important decisions within the organization. Failure of the healthcare profession may result in dissatisfaction of patients, defects, or deaths of properly trained persons within their business model deb.
The safety of the patient can be compromised to create the number
In some settings, clinical staff may find themselves in various trajectory courses in the operational department. An operational manager who focuses on making a profit can neglect the safety needs of patients. This is not surprising to those working in the healthcare sector.
Over the years, nurses and certified nurse assistants (CNAs) have found themselves with fewer resources. Despite the lack of resources, they are still hoping for some positive results. Decisions to limit resources among employees are usually reciprocated by operational managers or nurse managers.
It is a common practice in healthcare settings to focus on reaping the benefits of high-quality care. Some time ago, the staff at the dialysis unit were given several pairs of gloves in a ziplock bag. Employees were told by the non-clinical operations manager that it was their day’s glove quota. The high risk of infection and the high probability of cross-contamination from the blood was never included in this decision.
A nursing home was probably pressed for cutting costs known for the chronic absence of gloves and soaps that had a persistent odor of stool and urine on some floors.
To save money, the operations department of a home care agency refused to follow the clinical manager's instructions that more than two hours of paid field training was required before nurses could insist on innocent patients. The operations manager/account manager of the same home care agency protested against the child protection services at home, fearing that the child's family might be ruined and the contract may be withdrawn from the agency.
A nursing home staff advised that some defective supplies needed for daily patient use could not be sent overnight because the agency did not pay for them. In that nursing home, there is a CNA that voices fatally; "We have enough staff and adequate supplies at this time when the state is expected to appear."
The above law can make a person serious with clinical training but does not focus on anyone for profit.
Reducing costly patient protection costs can result in large savings. However, those who make these decisions cannot believe that their overall goal is to provide patients with high-quality healthcare. The decision-making power that affects patient safety and comfort also shows who has the power in certain healthcare.
The diagnostic department is hesitant as it does not meet the expectations of the operations department.
Because of professional decisions where patient safety is compromised, many nurses are afraid to report to external agencies. Nurses, This is often at odds with the training that nurses receive in nursing school.
Some nurses may recall that while in nursing school there were professors who regularly insisted on it; "Nurses are agents of change." After real life for the healthcare system, some nurses May question the idea or refuse to believe it.
How many changes can a person nurse apply in his or her job? Healthcare facilities are focused on making a profit and are less likely to change their policies and procedures due to the advice of nurses.
When a New Jersey nurse was not informed of the cause of the problem by her nurse manager, the doctors refused to comply with a special state rule for the presence of doctors during an emergency demonstration of a particular procedure. The rationale was that doctors could not lose the contract with some of the benefits that physicians kept for their patients. When the nurse refused to comply, the supervising nurse continued to tolerate the company’s employment. Here, it was preferred to gain inpatient protection.
On another occasion, a nurse was told by her manager that she needed to be productive. As such, he was instructed to leave patients during a treatment process to regularly clean equipment in another part of the department. When the nurse refused, the supervisor countered.
As far as Texas doctors can go, the employer is inclined to take revenge on those who tried to criminalize the two nurses after reporting to the medical board.
For example, many nurses are afraid to create waves and are afraid to report the matter to outside agencies. In the case of organizations such as health or child protection services, reporting cases is usually seen to result in immediate loss of employment due to unintentional reasons.
Nurses can accept themselves as “agents of change” as they identify themselves as problem solvers and are unable to find employment with other organizations. The harsh reality is that employers still don’t mention it to employees. In 2013 a home care agency requested a staff reference from a hospital where an applicant had previously been employed. The hospital advised the agency to terminate the employee to whom the reference was requested, as it did not fit its requirements.
Personal sacrifice
Conscientious nurses often feel that the best care they can get is the best because there are very few who can change company policies and procedures.
Often, the best care is possible through personal sacrifice. The clock works to complete assignments or documentation that nurses accept as a general personal sacrifice. A caregiver at a healthcare center advised nurses that being punched late was tantamount to stealing from a company. Some nurses with that advantage have felt that their innings have many loose ends and are often poked late. While some nurses stayed up until the clock and finished their work, others punched, then went back to work to finish their work.
The caregiver of that facility was not able to understand where many nurses were placed in a position where they could not finish their work, but the amount of work assigned was excessive. The supervisor told the nurses that she had complained about her condition, only to find a way to finish the job. Punching late was no substitute.
In other situations, a caretaker learned that a certain process must be completed within a certain time frame. The nurses started working on the clock because they did not complete the process in a short time, putting their jobs at risk. These nurses were punished for working after a large part of the process was over. By punching after some time has elapsed, their time cards will not reflect that it has taken longer than is mandatory.
Many nurses who are forced into this kind of behavior often do not consider reporting to labor boards.
Cut corners to survive
Resource constraints can force employees with weak personalities to behave badly.
One nurse reported that while working in a particular nursing home she was often unable to change the timing of her medication passes and dressings. He finds himself working late several days a week. He was only able to complete these tasks much earlier than proposed. The nurse later discovered that there were other nurses in the same situation who found a way to deal with the situation.
Several years after leaving the aforementioned place of work, the nurse sat down with a former colleague to remind her of her experience on that special occasion. The nurse asked her former colleague how a nurse could prescribe so many drugs to so many patients in one ward. Many drugs require crushing and administration via G-tube. The second nurse reported that this kind of situation was usually handled Only with important drugs. Simply put, some drugs have never been given. Surprisingly, this behavior is still prevalent in health facilities.
Of course, the average nurse is not involved in doing wrong. However, it appears that the benefits that are profiting above patient protection or why they exist encourage these bad behaviors.
The solution
There is a solution to rehabilitating or creating a healthcare environment where profit-making and high-quality patient care are equally valuable. One solution is to hire only medically trained staff to manage all aspects of the healthcare facility. This includes CEOs, account managers, and administrators.
Healthcare administration programs can provide courses such as leadership skills, health information, accounting, marketing, and planning as part of a master's degree course. However, none of these courses prepare patients for interaction with patients in a way that connects physicians and nurses. If a patient suffers from poor quality healthcare, they are less likely to lose sleep without a doctor. A clinical operations manager may be more focused on the financial impact of a treatment error. As a result, the clinical training that nurses and physicians go through can play an important role in preventing certain behaviors driven by benefactors that physicians are often prepared to tolerate.
A long clinical component should be included in all healthcare management training programs offered by universities. All students in these programs must undergo practical training in clinical settings before qualifying for their degree. In-depth education about the disease process, impact on patients, proper nursing, and treatment interventions can change the mindset of these benefit-focused individuals.
As such, all treatment and nursing programs must include a wide range of business and operational components. This will ensure that all people working in the healthcare profession are equally skilled and motivated to ensure high-quality healthcare to patients while making a profit.
Conclusion
High-quality healthcare can coexist with great benefits. However, we should arrange for college-level clinical training of the accused persons for conducting healthcare activities and running the business department.
