Millions of people strive for power and leadership without thinking about possible expectations and consequences. In health care, effective leadership cannot be ignored because it is the only opportunity to control employees and make sure that all clients’ demands are met. In this paper, Case 6 about governance and infrastructure in a private practice will be analyzed to show how several corrupted by power decisions turned a large Level 1 trauma hospital into a problematic facility. Although private practice infrastructure differs from a corporate model, its governance is a key factor in balancing the needs of society, physicians, and the government (Chanturidze & Obermann, 2016). In this case, the problems are based on ineffective management and the lack of structural changes, and physicians have to understand the outcomes of their decisions and promote improvements by means of education and cooperation.
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To understand how to help a private practice avoid decay-related problems, it is important to identify and evaluate the already made achievements. This step aims at focusing on what can be done and if there are enough resources for this task. In this case, a private practice has already lost its founder and three physicians who could not cope with their tasks and requirements. However, at the same time, the facility remains a Level 1 trauma hospital where neurologists and physicians continue working and helping patients with different diagnoses and diseases. New employees develop fresh visions and views about how a successful private practice needs to be organized.
Unfortunately, regardless of the already mentioned achievements and statuses, the number of hospital problems prevails. First, there is a difficult call schedule because of which calls are hardly tracked, and physicians are not able to provide their services to a wider range of clients. Secondly, many people complete tasks that have to be delegated. For example, a current owner is a physician and an IT department manager. Instead of focusing on providing healthcare services as a doctor, this person deals with IT system repairing processes in combination with administrative tasks. As several people have already left the practice, such problems as poor structural change and no effective management should be solved.
A new administrator has to establish clear standards and follow a particular organizational structure. Instead of trying to figure out why outside arrangements happened and led to the lack of trust in the team, a new rule must exclude this possibility in the future. Using the Code of Ethics developed by professional organizations, this private practice must follow the rules and promote continuous treatment in response to clients’ needs (Natwick, 2017). When physicians leave their practice, they leave their patients and their families. TED meetings, lectures, and online courses are recommended for all potential employees of a renewed private practice that has to work under the slogan that the needs of clients go first. Communication and cooperation are appreciated because it is the only change to exchange knowledge and come to the only successful outcome. As soon as the staff is motivated, the distribution of roles is required. There should be no free exchange of roles, and each physician, employee, or manager is perfectly aware of duties.
This case shows that even the best intentions of one professional could be destroyed or spoiled by the desire to gain as many financial benefits as possible. Instead of hiring many people (even if they are experts), a private practice may include a limited number of employees who are passionate and devoted to the chosen business. Private practice governance depends on the quality of cooperation and the possibility to remove the professional ego.
Chanturidze, T., & Obermann, K. (2016). Governance in health: The need for exchange and evidence. International Journal of Health Policy and Management, 5(8), 507-510. Web.
Natwick, J. (2017). On the ethics of ending: Terminations and referrals. Ct.Counseling. Web.
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