7055SOH – Leading in Complex Health Systems Assignment Sample 2024
Introduction to the Management Proposal
With the rise of advanced technology, the corona virus epidemic has hastened hospital as well as health service innovation, setting the framework for healthcare transformation. As a consequence, innovation may be defined as the inventive plus resourceful techniques and also tasks that lead throughout the productive as well as profitable operation of a business or organization.
It is critical for health care organizations to guarantee high levels of customer satisfaction — throughout this example, patient contentment through improved patient care, reducing waiting time, e-prescription, et cetera.
In the Bedford Hospital that is established in the Bedford Town and run by NHS foundation trust. The Covid-19 has impacted the operations and hospital organization intends to adopt new innovation for the institute. The main concern of the hospital is long waiting time of the patients, and integrating new innovation for improved patient care.
The proposed innovation for Bedford Hospital is digital dashboard that will help in mitigating the issues and improve the quality care, reduce cost and improve the process. A hospital dashboard seems to be a contemporary analytics platform that allows healthcare KPIs to be monitored in an interactive and dynamic manner.
A prominent illustration is a healthcare Indicator dashboard, which allows healthcare personnel to see critical patient information in real-time in order to improve overall facility care quality and patient contentment.
Define the proposed innovation
Dashboard is new innovation in healthcare industry across UK and globe especially after covid-19 pandemic. Digital dashboards are used by healthcare organizations all over the globe to deliver feedback to clinical groups as well as executives in order to track care effectiveness as well as promote patient outcomes.
As per the view of Laurenza et. al. (2018) digital dashboard mechanisms in health facilities offer a user interface (UI) which can centralized oversee as well as extract different data patient – related throughout an unified dashboard, as well as assistance health doctors’ decision-making in instantaneously by integrating disparate healthcare information processes.
The digital dashboard systems, often referred as e-consultations throughout the business, unite primary care physicians (PCPs) with experts to enhance patient care collaboration and administration. The solutions are being promoted as a low-cost option to increase access to treatment while also improving outcomes.
In Bedford Hospital, Dashboard will be applied in the care management operational efficiency. Considering the demand of current healthcare industry and the current issues of the healthcare organization, the innovation will be applied to enroll cycle time and quality of healthcare plan goals.
The process of extracting meaningful time-stamped information from digital healthcare files as well as other computing infrastructure is critical to attempts to evaluate as well as manage hospital capacities (Iftikhar et. al. 2019).
The numerous portrayals of flow of patients, demographic choices, sub-processes, as well as the multiple parties seeking data accessibility, on the other hand, add to the overarching intricacy. Bedford will utilize the model to prioritize patient monitoring indicators as well as create a digital dashboard to facilitate communication.
Justification for the choice
The digital dashboard is an effective innovation that will help Bedford Hospital to reduce waiting time, break the infection chain and save cost. It will be some time that technologies can substitute doctors; however, they are clearly collaborating to enhance patient care.
As such “electronic dashboards” are springing up all over, from applications which enable general practitioners to cooperate with experts without the need for a face-to-face assistance to centralized resources which assist patients obtain data about their status as well as connect with the ongoing support they require (Vázquez-Ingelmo et. al. 2019).
Critical literature on potential impact of innovation
As per the view of Kraus et. al. (2021) the health system dashboard alternative offered seeks to offer upper executives with a comprehensive picture of aggregated data as well as global perspectives into how the facilities is operating in order to improve their decision-making procedure.
They may see, for example, the total population of patients admitted and how many were released. How the therapies performed cost on median for every patient in care, a worldwide indicator vital for the hospital’s economics as well as long-term viability. This will help the Bedford Hospital reduce the cost of patient care while maintaining the quality.
The goal may be to lower such expenditures if they are burdensome to the hospital’s overall budget, but it must also preserve the quality of service provided: That is why such a statistic must be analyzed in its surroundings as well as classified into several groups.
On the other hand, Victor and Farooq, (2021) stated that impact of innovation in healthcare like dashboard directly on the delivery of quality care, on streamlining the data recording that will reduce time to attend patients and provide real time information that will improve the quality of care.
As per Verdict, (2021) data evaluation, it is evident that the innovation can impact positively on both patients and the healthcare organization in terms of better health service management, reduce care cost and make the process more convenient that reduce waiting times.
However, considering the negative impact of innovation, Lee et. al. (2017) stated that it could lead to increase cost at initial level for integration, train the staff, change the business structure and hire new staff that have IT knowledge.
It is possible to deduce from the aforementioned example situations that the organization’s delays in deploying new technology may be due to unnecessary bureaucracy and an ineffective communication channel.
Despite the Department of Government’s commitment to large-scale digitization spending, there were a number of structural problems that have prevented the adoption of care in the health benefit system.
As a result, patient data are primarily preserved in documents because there would be little knowledge of the need to develop a comprehensive information system of patient facts. The intricate structures of the corporate organization are a major factor impeding the digitalization of the medical business. All across the United Kingdom, there is a large concentration of certification organizations, treatment facilities, as well as hospital services (Pestana et. al. 2020).
As a consequence, it is extremely difficult for innovators to enter the industry with digitalization technological innovations. Several reasons contribute to a lack of adaption, including hostility to digitization, an insufficient resource, and poor management. Scorecards should incorporate cost as well as clinical outcomes data to provide a holistic view of performance.
Patient benefit and cost-benefit
Considering the benefits, it provides several digitalized, cloud-based applications for tracking hand hygiene adherence, rates of infection, surgery tool sanitation throughout the centralized sterility section, high-touch item hygiene, as well as patient as well as operating theatre room changeover duration. Every digital dashboard enables constant as well as unbiased surveillance by gathering massive amounts of data from sensors located around the facility.
The digital dashboards in the Bedford Hospital will transform data into easy-to-read, meaningful intelligence, enabling hospitals to produce customized reports at the network, facility, division, person, as well as object levels (Lahey and Nelson, 2020). Possessing this real-time data enables for prompt response, that can help to avoid the transmission of microorganisms that cause illness.
In addition, by being able to collect data over period, hospitals will begin to find patterns that might assist optimize systems, predict, as well as minimize clinical outcomes.
Implementation plan
The dashboard innovation can be applied in the Bedford Hospital by applying different management and leadership concepts and strategies.
Implementing a strong innovative atmosphere throughout the lack of good management is like to constructing a house without roots. A corporation’s leadership is critical for generating innovation performance therefore should be carefully evaluated to optimize performance.
A leader’s role is to support and develop innovation within the healthcare organization. Excellent leadership may aid in the establishment of an innovative culture in a commercial firm. It can be accomplished in the accompanying ways:
Establishing collaboration
The first strategy would be creating teamwork for implementing the innovation that will reduce the chances of resilience to change among the staff members. Further, collaboration will ensure that every functional department and healthcare staff works with the dashboard for concerned matters collectively.
The deployment of a health information technology solution is a multi-stage procedure. When developing a health Cloud computing solution, it is necessary to first assess what care procedures it must enable as well as how the computer systems must be configured to enable them in a patient- as well as clinician-friendly manner (Shang, 2017).
Installing the system may be difficult, therefore it takes a team of professional physicians to assure that perhaps the innovation endorses secure, successful healthcare procedures and accompanies quick operations.
Create safe environment
Fear of failure is among the most significant barriers to innovation implementation and further accomplishment. Staff would typically lack assurance in moving through with their ideas or may not feel inspired to generate new ideas throughout the healthcare. This is the leader’s obligation to provide a safe place to cultivate a culture of straightforwardness wherein failure is viewed as progress.
Leading through example
Employees are dissatisfied and demoralized if they really do not put what they had learnt into practice. Everyone in Bedford may use creative approaches in the work, as well as it must begin at the leadership. A good leader does not need to be a visionary; however, they should be capable of communicating as well as motivate workers to contribute to their growth (Bjørkelo, 2018). It is vital to establish if the innovations have revenue opportunities for future innovation management.
Further, leadership and management theories will help Bedford to implement the innovation in organizational structure;
Transformational leadership
Transformational leader is a popular strategy in healthcare. Leadership style is among the current forms of leadership which is focused with how a person inspires others in a team to reach a common objective. Transformative leaders strive to achieve bigger goals inside an organization by motivating others to embrace their vision for the organization.
Leader can inspire as well as uplift their people’ morale, allowing them to attain their greatest potential. In the context of Bedford Dashboard implementation plan, this leadership concept will enable the people to get confidence and create a positive and supportive culture (Follen et. al. 2018).
Management concepts
Apart from the leadership concepts and theories, management concepts would also help in implementing the innovation from different process like; planning, organizing, managing and executing the change in Bedford. Acceptance, execution, maintaining, extending or diffusion, distribution, as well as scale up are popular terms used to represent the procedures involved in bringing innovation (Bratton, 2020).
Committed assets encompass not just cash resources, but also equipment, employees, and time. However, time as a major resource, when combined with deliberate investment in employees as well as capacity-building, is sometimes undervalued or even neglected.
Offering enough time for organizations as well as service to adapt to function in novel methods is critical for the successful adoption as well as maintenance of innovation strategies. This sort of investment is especially crucial throughout the early phases of implementing innovation activities in order to develop a few of the infrastructure required.
Strategies
Further, it is suggested to focus on specific strategies that would guide the innovation implementation in the Bedford Hospital. Successful installation would entails evaluating numerous areas of interaction inside as well as outside the healthcare IT infrastructure, as well as the connection of its elements with each other including its engagement not just with other technologies however also with the institution’s personnel, procedures, and cultures. Potential integration concerns that are resolved early can lessen prospective patient safety hazards.
Patient information methods would additionally be taken into account during deployment. A well-thought-out design does not guarantee reliable clinical information (Jabri, 2017). When building a health Computing strategy, an organization should evaluate how its technological innovation will manage the creation of new patient data, patient records, including data extraction.
By specifying as well as visualizing such procedures, it is possible to identify, alleviate, as well as avoid issues caused by duplicated information, patient mix-ups, as well as mixed documentation.
Further, Bedford can consider following leadership and management concepts for implementing innovation that is Digital Dashboard;
Bedford seemed to be able to effectively express the decision to its employees at all phases, provide the workers’ job stability, and include employees of each position throughout the technology design procedures to secure their acquire and support. Because innovations frequently elicit resistance, it is critical for adoption to obtain everyone’s support.
Furthermore, Bedford will implement the upgrade at all frequencies (Kulkarni, 2017). The training will be provided to different levels of the organization depending on the functioning characteristic, enabling every position to be equipped and also familiar with the method’s incorporation.
Bedford can attempt to prolong the device’s roll-out to ensure that the structure could settle and work well till it becomes operational. Furthermore, Bedford can appreciate the importance of patient therapy; as a result, they would be able to develop contingencies plans to avoid any issues in patient care.
System, power, culture and change management perspective
Considering the system perspective, the implementation plan will require change in the process structure, further power should be managed by the leaders and managers to communicate and make the use of Dashboard frequently in the healthcare operations.
From the culture perspective, healthcare leaders with their specific system leadership can encourage the individuals in the workplace to adapt to new technology through reward system, leading by example strategy, etc. From the change management perspective, rational approach to change is best to integrate for implementing Dashboard in Bedford Hospital.
Considering the different perspective of change management, for implementing Dashboard in the work process in Bedford, throughout the early phases of implementing change, senior management can take the guidance of a transformational leader, who will be in charge of leading the whole change endeavor (López-González et. al. 2019).
The transformational leader may assist the implementation of Dashboard in recognizing as well as describing issues, as well as in developing alternate concrete proposals or workable solutions.
Throughout this given scenario, the optimization algorithm seemed to be critical in defining the important interested parties who would be involved throughout the system integration, deciding the service offerings offered by the innovation (that also notified our choice of implementation quality indicators), as well as expressing which procedures would need to change throughout the implementation stage.
Measuring innovation
It is essential for Bedford to have understanding how they can measure innovation as to know about the effectiveness and performance and further, that innovation would be implemented effectively or not. For that purpose, system leadership models are effective to consider measuring the success of innovation of Dashboard integration in the hospital organization.
Continuous monitoring as well as criticism via comprehensive data gathering to measure effectiveness as well as find improvements to improve accessibility, safety, effectiveness, as well as patient outcomes. Monitoring could also entail attempts to discover and report concerns to participating entities (Van Wassenhove, 2019). A shortage of deliberate commitment in efficient engagement may result in unsatisfactory execution hence, perhaps, innovation adoption effectiveness.
For measuring the success, the leaders can consider system leadership that will help in monitoring the reduced rate of patient waiting, quality patient care and helps in evaluating that all the employees have adopted and would work with the dashboard.
Systems leadership is a collection of abilities as well as capacities that may be used by any people or organization to catalyze, empower, as well as facilitate the integration of system-level change. It blends collaborative leadership, consensus building, including systemic understanding to mobilize creativity as well as activity throughout a vast, decentralized network.
Further, for measuring innovation success, the output of the healthcare team can be used to assess the integrity of the process of innovation. Measurements for the process of innovation are a key predictor of innovation results. They assess the quantity of ideas, overall time it takes for ideologies to be processed, as well as the frequency of innovations which culminated in advancement during the previous period of 12 months.
Benchmark
For measuring the success, leaders can integrate benchmarking in the system. Benchmarking, in its most basic sense, is the practice of examining and measuring an organization’s operations using comparable data. Such information may originate from within the firm, market research, or provincial and territory statistics that track sectors the purpose is to find opportunities for development (Mišić and Perakis, 2020). In healthcare, this translates into cheaper costs, more performance, as well as, ultimately, healthier individuals that are the ultimate goal of the innovation analysis.
Clinical outcome data
Clinical outcome data will be effective to measure the success of innovation for Bedford. Scorecards, on the other hand, should incorporate cost as well as clinical outcomes data to provide a holistic view of performance.
Several healthcare data specialists will concur that acquiring the valuable end results information is by far the most challenging part, for a myriad of purposes, including a complete absence of systems development, low application of computer-based health record processes, as well as trouble getting support from top management for expensive outcome measures planning and innovation efforts. However, this will be effective in measuring the success of innovation.
Conclusion
By summing up the analysis, it has been inferred that corona virus epidemic has hastened hospital as well as health service innovation, setting the framework for healthcare transformation. The main concern of the hospital is long waiting time of the patients, and integrating new innovation for improved patient care.
A prominent illustration is a healthcare Indicator dashboard, which allows healthcare personnel to see critical patient information in real-time in order to improve overall facility care quality and patient contentment. It has been evaluated that Bedford can implement the innovation through applying different leadership concepts and building innovative culture. Further, the success of innovation can be measured through system leadership and benchmarking. It is suggested to Bedford Hospital to adopt emerging innovation to deliver quality care services to the patients, reduce waiting times.
References
Books and Journals
Bjørkelo, B., (2018). Leading and Managing Interaction Under Risk in the.
Bratton, J., (2020). TRAIT, BEHAVIOUR AND CONTINGENCY THEORIES OF LEADERSHIP. Organizational Leadership, p.125.
Iftikhar, A., Bond, R., McGilligan, V., J Leslie, S., Rjoob, K., Knoery, C. and Peace, A., (2019, September). Role of dashboards in improving decision making in healthcare: Review of the literature. In Proceedings of the 31st European Conference on Cognitive Ergonomics (pp. 215-219).
Jabri, M., (2017). Managing organizational change: Process, social construction and dialogue. Palgrave.
Kraus, S., Schiavone, F., Pluzhnikova, A. and Invernizzi, A.C., (2021). Digital transformation in healthcare: Analyzing the current state-of-research. Journal of Business Research, 123, pp.557-567.
Kulkarni, V., (2017). Contingency Theory. The International Encyclopedia of Organizational Communication, pp.1-6.
Lahey, T. and Nelson, W., (2020). A Dashboard to Improve the Alignment of Healthcare Organization Decisionmaking to Core Values and Mission Statement. Cambridge Quarterly of Healthcare Ethics, 29(1), pp.156-162.
Laurenza, E., Quintano, M., Schiavone, F. and Vrontis, D., (2018). The effect of digital technologies adoption in healthcare industry: a case based analysis. Business process management journal.
Lee, K., Jung, S.Y., Hwang, H., Yoo, S., Baek, H.Y., Baek, R.M. and Kim, S., (2017). A novel concept for integrating and delivering health information using a comprehensive digital dashboard: An analysis of healthcare professionals’ intention to adopt a new system and the trend of its real usage. International journal of medical informatics, 97, pp.98-108.
López-González, E., Martínez-Ferrero, J. and García-Meca, E., (2019). Corporate social responsibility in family firms: A contingency approach. Journal of cleaner production, 211, pp.1044-1064.
Pestana, M., Pereira, R. and Moro, S., (2020). Improving health care management in hospitals through a productivity dashboard. Journal of medical systems, 44(4), pp.1-19.
Van Wassenhove, L.N., (2019). Sustainable innovation: Pushing the boundaries of traditional operations management. Production and Operations Management, 28(12), pp.2930-2945.
Mišić, V.V. and Perakis, G., (2020). Data analytics in operations management: A review. Manufacturing & Service Operations Management, 22(1), pp.158-169.
Shang, H., (2017). A Literature Review on Kaizen. Yokohama J. Soc. Sci, 22, p.128.
Follen, M., Fradkin, L., Crane, J. and Noon, C., (2018). Lean Management in Obstetrics and Gynecology: Application in the Ambulatory Clinic Pre-and Post-Kaizen. Open Journal of Obstetrics and Gynecology, 8(14), pp.1604-1630.
Vázquez-Ingelmo, A., García-Holgado, A., García-Peñalvo, F.J. and Therón, R., (2019). Dashboard meta-model for knowledge management in technological ecosystem: a case study in healthcare. In Multidisciplinary Digital Publishing Institute Proceedings (Vol. 31, No. 1, p. 44).
Victor, S. and Farooq, A., (2021). Dashboard visualisation for healthcare performance management: Balanced scorecard metrics. Asia Pacific Journal of Health Management, 16(2), pp.28-38.
Online
Juneja, P., (2020). Systems Model of Change Management and Continuous Change Process Model. [Online]. Accessed through <https://www.managementstudyguide.com/systems-model-of-change-management.htm>.
Verdict, (2021). Increased patient empowerment the main benefit of digital health tools: Poll. [Online]. Accessed through <https://www.pharmaceutical-technology.com/news/increased-patient-empowerment-the-main-benefit-of-digital-health-tools-poll/>
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