AAASS134-3 Health Services Planning and Management Assignment Sample
Module code and Title: AAASS134-3 Health Services Planning and Management Assignment Sample
Definitions of person-led/service led organisations
Services-led organisations are based on the principle of an increasing online world that focuses on delivering extremely qualitative services to customers. It is models of segregation of services that contribute to formulating policies as well as legislation while delivering services to individuals (Waterman et. al. 1980). Service-led organisations generally rely on insight and subscriptions that result in generating a lot of revenue and building long-term relationships.
Person-led services could be said to include ongoing health as well as social care being provided to the person in an equal and active manner through an effective support plan (Thomas, 2021). The plan helps in ensuring that the person is staying well and thus does not face any health complications. (Week 3: Part One). There are several advantages to using such companies, including the fact that the individual receives more centralised care.
People agree to take part in the health care plan and it leads to improving healthcare accessibility. Furthermore, they are provided with the choice of healthcare that they actually require for necessary improvement in their health condition (Week 3: Core Reading Fox (2018). On the other hand, Fox has said that in person, it is important to understand the person before its illness in order to provide specific treatment to it for its better health and well-being (Health services planning & management ass134-3).
Models and/or methodologies used in healthcare service planning and management.
There are different types of models as well as methodologies that are utilised in healthcare services for planning and management, such as Systems (Johnson et al., 1964), pestle analysis by Aguilar, 1967, Swot as well as 7 S (Waterman et al.), and many more (Week Four: Risk Management and Challenges in Part One). In total, there are around seven aspects that help the healthcare professional understand the overall condition of the patient. such as strategy, style, shared value, staffing, skills, structure, and systems that aid in comprehending how services can be improved and made available to the public (Harding and Long, 1998).
Furthermore, the pestle analysis model includes around 6 elements such as political, social, economic, technological, environmental, and social. Likewise, the policies of the government influence the actual health needs of individuals, on the basis of which the key policies are formulated (Week 5: Independent learning activity). Moreover, the economic trends, funding of resources, employment, and others also influence the way healthcare services are planned and managed. Social factors such as people’s tastes and preferences, their overall accessibility to healthcare services, and many others also have an impact (Example of the PESTLE Analysis model in Healthcare Services Planning and Delivery).
Apart from this, technological development and key legislation have also had an impact as healthcare service organisations need to make use of this technology while operating their functions (National Academies of Sciences, Engineering, and Medicine, (2019). Along with it follows all the legislation such as data protection, ensuring the health and safety of individuals and accountability (Aguilar, 1967). Finally, the environmental factors, that is, whether the healthcare services are ensuring the protection of the environment or not. All of this contributes to the best possible management of healthcare services and the delivery of services to patients (Kokorelias et. al. 2019).
Barriers and challenges for organisations and the impact on people
There are certain barriers associated with the service-led organization; that is, people have difficulty accessing these services. It also led to promoting inequality in offering healthcare services to people due to cultural incompetence. In such types of enterprises, people are viewed as either clients or customers, and not as patients that have come for treatment (Department of Health 2014). Similarly, these organisations are facing barriers to working in partnership with other enterprises that are working in non-government sectors, which has limited their overall growth and expansion.
Apart from this, it is learned that these organisations are facing issues pertaining to formulating effective strategies that could be utilised for enhancing the overall service outcome as well as the user experience. Due to the number of alternative options, they are confused about what must be selected to offer better services (Fox, 2018). Furthermore, it faces challenges in providing training and guidance to the employees in respect of the way a particular task must be done. as well as keeping them highly motivated to provide quality care services to patients (Lecture Week 3: PART TWO).
It is also determined that the service-led organisations are unable to accumulate sufficient funds that are mainly required for the smooth operation of their systems and to deliver services to end users (Ginter et. al. 2018). For example, that there are barriers to providing equal, sustainable as well as fair and accessible health care services to Invisible Asylum that were introduced in week two (Conrad, Peter, and Kristin Barker, 2010). Finally, the enterprise is facing difficulty in accumulating and researching data as well as providing services to unreached people.
References
Aguilar, F.J. (1967). ‘Scanning the Business Environment,’ New York: Macmillan; London: Collier-Macmillan.
Conrad, Peter, and Kristin Barker. (2010). “The Social Construction of Illness: Key Insights and Policy Implications.” Journal of Health and Social Behavior 51:67–79.
Department of Health (2014). Care and support statutory guidance, online resource, available from: www.gov.uk/government/publications/care-act-2014-statutory-guidance-forimplementation retrieved on 16.01.15
Fox, A (2018) A New Health and Care System: Escaping the invisible asylum. Policy Press. University of Bristol
Ginter, P.M., Duncan, W.J. and Swayne, L.E., (2018). The strategic management of health care organizations. John Wiley & Sons.
Harding, S. and Long, T. (1998). ‘Proven Management Models,’ Aldershot: Gower.
Kokorelias, K.M., Gignac, M.A., Naglie, G. and Cameron, J.I., (2019). Towards a universal model of family centered care: a scoping review. BMC health services research, 19(1), pp.1-11.
National Academies of Sciences, Engineering, and Medicine, (2019). Integrating social care into the delivery of health care: Moving upstream to improve the nation’s health.
Thomas, R.K., (2021). The Changing Environment for Health Planning. In Health Services Planning (pp. 61-89). Springer, New York, NY.
Waterman, R.H., Peters, T.J., Philips, J. R (1980) “Structure is not organisation” Business Horizons. Foundation for the School of Business, Indiana University
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