Decision Making in Healthcare Organization

Running Head stopping point qualification in a health c be presidential term 1 Decision Making in a Healthcargon Organization Xavier Hunt MHA 601 Principles of Healthcare Administration professor Jack Lazzare December 19, 2011 conclusiveness devising IN health care validation 2 In the health care avocation a chief run officer for prevail be asked to piddle a counsel a lot of thorny finales. The chief operational officer leave alone non altogether accept to misrepresent terminations that fit the current vision of the healthcare facility he/she may school at they al first base also be in possession of to form fixed relationships with their peers, media, and staff.Decision making occurs in either memorial tablets. The conclusiveness-making process begins with identifying a question, enigma, or sector needing improvement, or an operational give away. Problems, issues, questions, and operational ch whollyenges buzz off to leaders and managers from many d ifferent volume both within and protrudeside the health organization (Pablo, 1996). To make the important purpose that was given to us in the chemise meditate, I would hold the refuse lavatory ideal and its subsets to help me come to a conclusion. This closing involves a lot of good deal so the choice that will be made will affect all parties involved.In this paper I will discuss how I would tackle this chore with the various shafts of decision making with the readings that we have had. The Garbage Can shape How fundament the food waste piece of tail shape help in this situation? The garbage crowd out baffle was invented to expand the sympathy of the organization. It addresses the problem that is going on at that quantify and accepts confusion as a reality. In the garbage can model loose coupling is required in an organization to catch decision making. The garbage can model has also been introduced as a feasible method to under(a)stand how an organization le arns (Tsang, 1997).In the case study the CEO is faced with a incalculable of issues like for instance trying to withstand the physicians, and adequate staff at the infirmary non only that if they were to leave they have threatened to go to their touchs hospitals across the city. The CEO also has to deal with a possible DECISION MAKING IN healthcare ORGANIZATION 3 lawsuit because the suck up who possibly has HIV has been asked to leave the operating room to economic consumptionplay somewhere else. Would this not spark a fire?Could communicate the control to leave no point how they tried to butter the deal up pacify seem like backstairs discrimination? So the hospital is most to be hit by a media freight train if they cannot get this under control. The garbage can model allows for the CEO to handle these problems accordingly. Garbage can decisions can occur in any organization but are more than presumable to be found in organize anarchies where decisions are made un der ambiguity and fluid involvement of participants. Garbage can models are attempts at playing system of logic and ordain in the mist of decision-making chaos.Garbage, be as sets of problems, solutions, energy, and participants, is dumped into a can as they are produced (streams of garbage in age) and when the can is full, a decision is made and withdraw from the scenario (Takahashi, 2002). The garbage can model depicts the disorganised nature of decision making. Temporal evidence Temporal order is a function of the garbage can model. Temporal order replaces sequential order. Time is spatial in that a multitude of issues, problems, data flows, and catching mechanisms can bombard decision makers in short or long season blocks.How problems and information to resolve the problems arrives in time has relatively equal priority as the evaluation of their importance. Arrival time and sequence in the current context deviates decision makers attention to the situation. The p rocess is thoroughly and mainly sensitive to load. An increase in the name of problems, relative to the energy available to work on them, makes problems slight belike to be solved, decision makers more likely to arouse from one arena to another more frequently, and choices longer to make and less likely to resolve problemsDECISION MAKING IN healthcare ORGANIZATION 4 ( swear out, 1996). Individuals in the decision-making process, directly and indirectly, are interconnected and influence the context of the decision at hand. The centre of time that the CEO has to make his decision is limited he has to try to make an informed decision about a very sensitive issue that involves a lot of mortals. His decision also will take an effect on peoples family members that use the hospitals services. If he keeps the man will they still want to use the hospital? Or will they go to the cross cities rival hospital?The CEOs problems increased when the media got involved. The CEO has to find a way to balance his time so no one issue become bigger than the other because if he does this something will be forgotten in the process. To combat these issues the CEO will have to be attentive. Attention demands influence decision making. Time and energy must be allocated to understand, evaluate, and formulate a problem, then compound relevant information, evaluate options, and finally strike an alternative to counter or block off the problem. Individuals focus on some things and do not attend to others in the like space of time.Corporate actions, outcomes, and responsiveness are the results of moral force organizational processes, not heuristics of individual choice (Swanson 1996). Time and energy immix to form attention. Attention is a dynamic concept that is highly dependent on load (that is the number of decisions that need to be made). Information to Media The information that is conveyed to the media is an important tool in this case study. The way that we engender ne ws has dramatically changed in new-fangled years with the addition of social DECISION MAKING IN HEALTHCARE ORGANIZATION 5 etworking sites. These sites allow us to get information much more quickly, and the way a decision is made and comprehend can be misconstrued. Information natality is defined as the ability of information to change understanding within a time time interval. The longer the time interval to exchange understanding, the less wealthy the information. Consequently, the less time required the more rich the information is to the communicators (sender and receiver). The media (such as email, the telephone, or face to face conversation) that carries information to intended audiences also has a richness associated with it.A continuum of media richness has been realized based on the mediums capacity for immediate feedback, the number of cues and bring utilized personalization, and language variety. In fall media richness, the continuum of richness consists of 1) fa ce-to-face, 2) telephone, 3) personal documents such as letters, memos, and emails, 4) impersonal written documents, and 5) numeric documents. The richer the media, the purify equivocality can be reduced media low in richness is best(p) apply when communicating messages that are understood nearly and possess standard information (Draft, 1986). just put, face-to-face interaction works best and bulletin board flyers work the belabor in channelizering meaning. Leaders and managers must hit the books what media with which to communicate to ensure the highest probability to transfer meaning to their intended audience. So as CEO he need to make sure that he communicate intumesce with the media saying exactly what he m over at all times. My final decision would be to not remove the nurse from the operating room because if he is singled out a lawsuit would ensue and it would be hard to say that he was not removed because it is suspected that he has HIV.He cannot be asked if he has it or not because of HIPPA DECISION MAKING IN HEALTHCARE ORGANIZATION 6 laws prohibit this. As long as everyone go withed hospitals protocols such as use of blunt tip sutures as approved by the surgeon, a manpower free neutral zone largish enough where sharps can be lay and not easily tipped over and the use of double gloves in the operating room if would be okay for everyone to work there. If these procedures were taken lightly whoever did not follow would be reprimanded because there is little room for error in this type of setting.It has already been said that you treat everyone as if they are infected not just reliable people. DECISION MAKING IN HEALTHCARE ORGANIZATION 7 References Daft RL, Lengel RH. organizational information requirements, media richness, and structural design. Manage Sci. 198622(5)554571. March JG, Weisinger-Baylon R. Ambiguity and Command Organizational Perspectives on Military Decision Making. Marshfield, MA pitman Publishing 1986. Pablo AL, Sitki n SB.Acquisition decision-making processes The central role of risk. 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