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Introduction
Process quality improvement needs require healthcare organizations (HCOs) to allocate their limited resources to various intraorganizational initiatives to eliminate procedural deficiencies. It urges HCOs to carefully assess and rank the competing priority areas with attention to growth needs. The three common bases for ranking organizational issues for modern HCOs are represented by clinical success, legislative or regulation-specific concerns, and financial health considerations, each of which suggests particular improvement areas.
Discussion
The three principles of ranking are linked to various quality improvement areas for HCOs. The first principle pertains to prioritization based on actions’ ability to benefit the HCO’s patient satisfaction situation. The suggested improvement areas may include improving adverse outcome prevention strategies, consumer education, or accuracy in following guidelines (Aggarwal et al., 2019). The financial ranking principle involves giving preference to eliminating clinical resource wastage, overuse, and costly treatment errors, thus making unnecessary cost reduction an improvement area (McRae et al., 2021). The legislative/regulatory basis for ranking quality deficiencies pertains to responding to process regulation trends first. Concerning improvement areas, the basis might inspire increasing the HCO’s EMR/EHR adoption compliance in return for financial and reputational gains (Lee et al., 2018). Overall, all three issue prioritization considerations encourage improvements that deal with the HCO’s ability to continue operations.
Conclusion
On a final note, as a manager, I regard the clinical base and its connected improvement areas as the most critical consideration involved in operating the HCO successfully. The reason for this stems from the patient’s crucial role in the existence of healthcare delivery processes and HCOs. Giving the pride of place to eliminating clinical concerns and reducing the risks of hospital-acquired health issues and unwanted complications, HCOs can achieve conditions in which client satisfaction will promote reputational gains. The latter result in an influx of new patients and growth opportunities for the HCO, both of which are essential to operating the HCO successfully in the long-term perspective.
References
Aggarwal, A., Aeran, H., & Rathee, M. (2019). Quality management in healthcare: The pivotal desideratum. Journal of Oral Biology and Craniofacial Research, 9(2), 180-182.
Lee, Y. T., Park, Y. T., Park, J. S., & Yi, B. K. (2018). Association between electronic medical record system adoption and healthcare information technology infrastructure. Healthcare Informatics Research, 24(4), 327-334.
McRae, D., Gould, A., Price-Davies, R., Tagoe, J., Evans, A., & James, D. H. (2021). Public attitudes towards medicinal waste and medicines reuse in a ‘free prescription’ healthcare system.Pharmacy, 9(2), 1-16.
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