Chat with us, powered by LiveChat Identify the cases you selected and address the questions posed in the scenarios you chose. Support your post with reputable and current references from the - Essayabode

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APA-7 format, in-text citation, references within 5 years, 1 page

For each of the cases your selected (you must select two), post a cohesive and substantive response to the following:

  • Identify the cases you selected and address the questions posed in the scenarios you chose.
  • Support your post with reputable and current references from the Learning Resources and or other professional/academic/government resources.

Case 1:

Ms. Camille Cooper, Director of Nursing, River Basin Healthcare System Four Rivers Regional Healthcare System and Rural Middle America Healthcare, with facilities across three states, recently merged and became River Basin Healthcare System. There is concern that both health systems have potential instances of discrimination in their past and that there is potential for these discriminatory practices to continue to be used for promotions within the newly formed River Basin Healthcare System. The merger presents new opportunities for advancement within the nursing department. How would you suggest that Ms. Cooper, Director of Nursing, address the potential for discrimination? Specifically, Ms. Cooper has been told that promotions often happened by “word of mouth” recommendations. What are the advantages and disadvantages of “word of mouth” recommendations? What do you recommend Ms. Cooper do to address the concerns?

Case 2:

Dr. Barbara Bennett, Medical Director, Greybull Medical Center Workplace violence is a growing concern within the healthcare employment sector. Dr. Barbara Bennett is the medical director for Greybull Medical Center, a rural hospital in Greybull, Wyoming. Over the past year, there has been an increase in workplace violence reports coming from the operating room facilities. This trend is deeply concerning to her, as well as the fact that several of the reports have included incidents with some of her physicians. One nurse has indicated that she is planning to press criminal charges including battery. To counter workplace violence at her facility, what do you recommend that Dr. Bennett do, in partnership with the Human Resources team to address the issue? Along with your recommendation, outline the steps you would have Dr. Bennett follow.

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ACHE HEALTHCARE EXECUTIVE 2020 COMPETENCIES ASSESSMENT TOOL

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives1

The American College of Healthcare Executives’ Healthcare Executive Competencies Assessment Tool is offered as an instrument for healthcare leaders

to use in assessing their expertise in critical areas of healthcare management.

How to Use This Tool This tool can be used in several different ways to identify areas of strength and areas that may need professional skill development as well as formulating a development plan. Some examples of how this tool can be used are listed below.

• Self or organizational assessment. The tool is designed to help you identify strengths and areas for development in relation to ACHE’s competencies. It may provide valuable information in your performance planning and review.

• Team or group development. The tool may help link individual performance to the goals of the organization. Integrating knowledge and skills needed for effective leadership will allow team members to achieve corporate goals, objectives and values.

• Employee selection or job descriptions. The tool may provide the ability to look beyond the individual and understand the composition of the entire workforce by exploring the strengths, weaknesses and gaps across the organization. You can make more informed decisions regarding training initiatives, allocate resources more effectively and align development opportunities with organizational goals.

• Academic or professional development programs. The tool may help uncover knowledge and skills you may wish to update or improve. Once you have completed the ratings, you will get results that point to the competencies you should focus on when choosing professional development opportunities.

This tool is self-scored with no right or wrong answers. Use the results to make a development plan, and complete the ACHE Competencies Assessment Tool at desired intervals to measure growth over time.

To assess expertise in the five domains of this tool, consider where you, the person, or the team you are assessing would fall on the scale of skill acquisition.

• Novice (1)–An individual’s primary focus is understanding and gaining information in order to comprehend the skills needed. You have the level of experience gained in a classroom setting or on-the- job training. You are expected to need help when performing this skill.

• Competent (3)–People with considerable experience develop competence in solving problems within the learned guidelines and rules. You are able to successfully complete the competency as requested. Help from experts may be required from time to time, but you can usually perform the skill independently.

• Expert (5)–Experts work intuitively analyzing, recognizing patterns, critiquing and solving problems with ideas and expertise. You are known as the expert in this area. You can provide guidance, troubleshoot and answer questions related to this competency.

For your convenience, a complete list of ACHE resources, including readings, programs, assessments, and self-study courses are included in the back of the directory and referenced by number in each section of the assessment.

About This Tool The competencies are derived from job analysis surveys of healthcare leaders across various management and administration disciplines. They are aligned with the challenges and opportunities experienced by leaders today. The tool is reviewed and updated annually.

Professionalism

Leadership

Knowledge of the

Healthcare Environment

Business Skills and

Knowledge

Communication and Relationship

Management

*derived from HLA Model

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives 2

Within the ACHE Healthcare Executive Competencies Assessment Tool, the competencies are categorized into five critical domains: Communication and Relationship Management, Leadership, Professionalism, Knowledge of the Healthcare Environment and Business Skills and Knowledge. The definitions for the domains are as follows:

1. Communication and Relationship Management The ability to communicate clearly and concisely with internal and external customers, establish and maintain relationships and facilitate constructive interactions with individuals and groups. This domain includes:

A. Relationship Management B. Communication Skills C. Facilitation and Negotiation

2. Leadership The ability to inspire individual and organizational excellence, create a shared vision and successfully manage change to attain the organization’s strategic ends and successful performance. Leadership intersects with each of the other four domains. This domain includes:

A. Leadership Skills and Behavior B. Organizational Climate and Culture C. Communicating Vision D. Managing Change

3. Professionalism The ability to align personal and organizational conduct with ethical and professional standards that include a responsibility to the patient and community, a service orientation, and a commitment to lifelong learning and improvement. This domain includes:

A. Personal and Professional Accountability B. Professional Development and Lifelong Learning C. Contributions to the Community and Profession

4. Knowledge of the Healthcare Environment The understanding of the healthcare system and the environment in which healthcare managers and providers function. This domain includes:

A. Healthcare Systems and Organizations B. Healthcare Personnel C. The Patient’s Perspective D. The Community and the Environment

5. Business Skills and Knowledge The ability to apply business principles, including systems thinking, to the healthcare environment. This domain includes:

A. General Management B. Financial Management C. Human Resource Management D. Organizational Dynamics and Governance E. Strategic Planning and Marketing F. Information Management G. Risk Management H. Quality Improvement I. Patient Safety

Healthcare leaders should demonstrate competence in aspects of all five of these domain areas. As you work your way through the ACHE Competencies Assessment Tool, we hope you will find it valuable and that it provides guidance along your path of lifelong professional education as you face the ongoing challenges of management and leadership. We have made it available as a PDF file at ache.org/CareerResources and hope you will share it with other healthcare leaders.

About the Competencies The competencies were derived from job analysis surveys conducted by Healthcare Leadership Alliance associations. In addition to the American College of Healthcare Executives, members of the Healthcare Leadership Alliance are American Association of Physician Leadership, American Organization of Nurse Executives, Healthcare Financial Management Association, Healthcare Information and Management Systems Society and Medical Group Management Association.

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives3

COMPETENCY LEVEL

Novice Competent Expert

1. Communication and Relationship Management

A. Relationship Management

Organizational structure and relationships 1 2 3 4 5

Build collaborative relationships 1 2 3 4 5

Demonstrate effective interpersonal relations 1 2 3 4 5

Develop and maintain medical staff relationships 1 2 3 4 5

Develop and maintain supplier relationships 1 2 3 4 5

Identify stakeholder needs/expectations 1 2 3 4 5

Provide internal customer service 1 2 3 4 5

Practice and value shared decision making 1 2 3 4 5

Other professional norms and standards of behaviors as defined by professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5

Creating an ethical culture in an organization 1 2 3 4 5

Readings: 3, 11, 17, 18, 21, 23, 31, 34, 57, 59, 67, 74, 84, 86, 88, 91, 101, 102, 108, 112 Programs: 8, 9, 10, 14, 15, 21, 36, 37, 39, 44, 48, 50, 51, 60 Leadership Assessments: 1, 2, 6, 7, 8 Self-Study Courses: 2, 3, 18

B. Communication Skills

Public relations 1 2 3 4 5

Principles of communication and their specific applications 1 2 3 4 5

Sensitivity to what is correct behavior when communicating with diverse cultures, internal and external 1 2 3 4 5

Communicate organizational mission, vision, objectives and priorities 1 2 3 4 5

Identify and use human and technical resources to develop and deliver communications 1 2 3 4 5

Prepare and deliver business communications, including meeting agendas, presentations, business reports and project communications plans 1 2 3 4 5

Present results of data analysis to decision makers 1 2 3 4 5

Provide and receive constructive feedback 1 2 3 4 5

Use factual data to produce and deliver credible and understandable reports 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives 4

COMPETENCY LEVEL

Novice Competent Expert

Readings: 11, 21, 23, 25, 86 Programs: 9, 14, 36, 38, 48, 58 Leadership Assessments: 7, 8

C. Facilitation and Negotiation

Mediation, negotiation and dispute resolution techniques 1 2 3 4 5

Team building techniques 1 2 3 4 5

Labor relations strategies 1 2 3 4 5

Build effective physician and administrator leadership teams 1 2 3 4 5

Create, participate in and lead teams 1 2 3 4 5

Facilitate conflict and alternative dispute resolution 1 2 3 4 5

Facilitate group dynamics, process, meetings and discussions 1 2 3 4 5

Readings: 3, 11, 22, 36, 69, 74, 84, 87, 98, 100, 106, 108, 112 Programs: 3, 36, 38, 44, 48, 60 Leadership Assessments: 5, 7, 8 Self-Study Courses: 2, 18, 19, 24

COMMUNICATION AND RELATIONSHIP MANAGEMENT DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives5

COMPETENCY LEVEL

Novice Competent Expert

2. LEADERSHIP

A. Leadership Skills and Behavior

Leadership styles/techniques 1 2 3 4 5

Leadership theory and situational applications 1 2 3 4 5

Potential impacts and consequences of decision making in situations both internal and external 1 2 3 4 5

Adhere to legal and regulatory standards 1 2 3 4 5

Champion solutions and encourage decision making 1 2 3 4 5

Develop external relationships 1 2 3 4 5

Collaborative techniques for engaging and working with physicians 1 2 3 4 5

Incorporate and apply management techniques and theories into leadership activities 1 2 3 4 5

Foster an environment of mutual trust 1 2 3 4 5

Support and mentor high-potential talent within the organization 1 2 3 4 5

Advocate and participate in healthcare policy initiatives 1 2 3 4 5

Readings: 3, 6, 15, 19, 22, 23, 36, 38, 50, 54, 57, 59, 76, 81, 82, 83, 85, 86, 88, 105, 106 Programs: 3, 8, 9, 21, 32, 34, 38, 44, 48, 50, 59, 60 Leadership Assessments: 1, 2, 4, 7, 8 Self-Study Courses: 1, 3, 5, 7, 13, 19

B. Organizational Climate and Culture

Create an organizational climate that encourages teamwork 1 2 3 4 5

Create an organizational culture that values and supports diversity 1 2 3 4 5

Knowledge of own and others’ cultural norms 1 2 3 4 5

Assess the organization, including corporate values and culture, business processes and impact of systems on operations 1 2 3 4 5

Readings: 21, 23, 31, 37, 45, 57, 82, 87, 90, 95, 102, 106 Programs: 2, 8, 10, 16, 23, 33, 36, 48, 50, 60 Leadership Assessments: 8 Other: 3

C. Communicating Vision

Establish a compelling organizational vision and goals 1 2 3 4 5

Create an organizational climate that facilitates individual motivation 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives 6

COMPETENCY LEVEL

Novice Competent Expert

Encourage a high level of commitment to the purpose and values of the organization 1 2 3 4 5

Hold self and others accountable for organizational goal attainment 1 2 3 4 5

Gain physician buy-in to accept risk and support new business ventures 1 2 3 4 5

Readings: 18, 22, 23, 36, 74, 82, 84, 85, 87, 88, 106, 112, 123 Programs: 2, 10, 14, 36, 37, 48 Leadership Assessments: 8 Self-Study Courses: 1, 13, 19

D. Managing Change

Promote and manage change 1 2 3 4 5

Explore opportunities for the growth and development of the organization on a continuous basis 1 2 3 4 5

Promote continuous organizational learning/improvement 1 2 3 4 5

Anticipate and plan strategies for overcoming obstacles 1 2 3 4 5

Anticipate the need for resources to carry out initiatives 1 2 3 4 5

Develop effective medical staff relationships in support of the organization’s mission, vision and strategic plan 1 2 3 4 5

Readings: 1, 2, 3, 6, 11, 17, 18, 21, 22, 23, 26, 35, 36, 39, 57, 61, 67, 74, 82, 84, 85, 87, 88, 90, 100, 102, 104, 108, 112 Programs: 2, 8, 25, 32, 34, 36, 37, 38, 39, 48, 59, 60 Leadership Assessments: 4, 6 Self-Study Courses: 2, 13, 18

LEADERSHIP DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives7

COMPETENCY LEVEL

Novice Competent Expert 3. PROFESSIONALISM

A. Personal and Professional Accountability

Patient rights and responsibilities 1 2 3 4 5

Ethics committee’s roles, structure and functions 1 2 3 4 5

Consequences of unethical actions 1 2 3 4 5

Organizational business and personal ethics 1 2 3 4 5

Cultural and spiritual diversity for patients and staff as they relate to healthcare needs 1 2 3 4 5

Conflict of interest situations as defined by organizational bylaws, policies and procedures 1 2 3 4 5

Professional roles, responsibility and accountability 1 2 3 4 5

Professional standards and codes of ethical behavior 1 2 3 4 5

Balance professional and personal pursuits 1 2 3 4 5

Uphold and act upon ethical and professional standards 1 2 3 4 5

Adhere to ethical business principles 1 2 3 4 5

Other professional norms and standards of behaviors as defined by professions such as AHA, physician’s oaths and other professional pledges 1 2 3 4 5

Creating an ethical culture in an organization 1 2 3 4 5

Readings: 34, 36, 67, 84, 86, 93, 94, 119 Programs: 21, 34, 48, 51 Other: 1, 2, 4, 5, 6, 8

B. Professional Development and Lifelong Learning

Professional norms and behaviors 1 2 3 4 5

Professional societies and memberships 1 2 3 4 5

Contribute to professional knowledge and evidence 1 2 3 4 5

Time and stress management techniques 1 2 3 4 5

Conduct self-assessments 1 2 3 4 5

Network with colleagues 1 2 3 4 5

Participate in continuing education and career planning 1 2 3 4 5

Acquire and stay current with the professional body of knowledge 1 2 3 4 5

Readings: 28, 36, 86, 95, 117, 121 Programs: 8, 10, 32, 50, 60 Leadership Assessments: 2, 3, 7, 9 Self-Study Course: 5

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives 8

COMPETENCY LEVEL

Novice Competent Expert

C. Contributions to the Community and Profession

Ethical implications of human subject research 1 2 3 4 5

Serve as the ethical guide for the organization 1 2 3 4 5

Practice due diligence to carry out fiduciary responsibilities 1 2 3 4 5

Mentor, advise and coach 1 2 3 4 5

Advocate for patients, families and communities 1 2 3 4 5

Advocate with physicians for the importance of hiring professionally trained and certified administrators and supporting their professional development 1 2 3 4 5

Participate in community service 1 2 3 4 5

Readings: 2, 21, 50, 57, 75, 94 Programs: 9, 27 Self-Study Courses: 1, 7, 19 Other: 7, 8

PROFESSIONALISM DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives9

COMPETENCY LEVEL

Novice Competent Expert

4. KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT

A. Healthcare Systems and Organizations

Healthcare and medical terminology 1 2 3 4 5

Managed care models, structures and environment 1 2 3 4 5

The interdependency, integration and competition among healthcare sectors 1 2 3 4 5

Levels of healthcare along the continuum of care 1 2 3 4 5

Levels of service from a business perspective 1 2 3 4 5

Evidence-based management practice 1 2 3 4 5

Healthcare economics 1 2 3 4 5

Requirements for nonprofit healthcare organizations 1 2 3 4 5

The interrelationships among access, quality, cost, resource allocation, accountability and community 1 2 3 4 5

Readings: 1, 5, 21, 25, 31, 35, 57, 62, 63, 64, 99, 104, 107 Programs: 2, 10, 30, 37, 50, 57

B. Healthcare Personnel

Ancillary services 1 2 3 4 5

Physician roles 1 2 3 4 5

The healthcare sectors 1 2 3 4 5

Staff perspective in organizational settings 1 2 3 4 5

Nurse and allied health professionals’ scope of practice 1 2 3 4 5

Support services 1 2 3 4 5

Role of nonclinical professionals in the healthcare system 1 2 3 4 5

Educational funding for healthcare personnel 1 2 3 4 5

Workforce issues 1 2 3 4 5

Readings: 14, 21, 22, 29, 40, 59, 65, 71, 86, 95, 106, 123 Programs: 8, 30, 44, 50, 51 Self-Study Courses: 3, 19

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives 10

COMPETENCY LEVEL

Novice Competent Expert

C. The Patient’s Perspective

The patient’s perspective (e.g., cultural differences, expectations) 1 2 3 4 5

Readings: 2, 7, 46 Program: 29 Self-Study Course: 12

D. The Community and the Environment

Socioeconomic environment in which the organization functions 1 2 3 4 5

Healthcare trends 1 2 3 4 5

Implications of community standards of care 1 2 3 4 5

Healthcare technological research and advancements 1 2 3 4 5

Organization and delivery of healthcare 1 2 3 4 5

Community standards of care 1 2 3 4 5

Corporate compliance laws and regulations 1 2 3 4 5

Regulatory and administrative environment in which the organization functions 1 2 3 4 5

Governmental, regulatory, professional and accreditation agencies 1 2 3 4 5

Legislative issues and advocacy 1 2 3 4 5

Readings: 1, 15, 34, 46, 48, 57, 70, 81, 83, 104, 124 Programs: 9, 27, 37 Self-Study Course: 12 Other: 8

KNOWLEDGE OF THE HEALTHCARE ENVIRONMENT DEVELOPMENT PLAN

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives11

COMPETENCY LEVEL

Novice Competent Expert

5. BUSINESS SKILLS AND KNOWLEDGE

A. General Management

Ability to analyze and evaluate information to support a decision or recommendation 1 2 3 4 5

Ability to distinguish relevant from irrelevant information 1 2 3 4 5

Ability to integrate information from various sources to make decisions or recommendations 1 2 3 4 5

Collect and analyze data from internal and external sources relevant to each situation 1 2 3 4 5

Basic business contracts 1 2 3 4 5

Techniques for business plan development, implementation and assessment 1 2 3 4 5

Justify a new business model or business plan 1 2 3 4 5

Principles of public affairs and community relations 1 2 3 4 5

The functions of organizational policies and procedures 1 2 3 4 5

Analyze the current way of doing business and clinical processes 1 2 3 4 5

Anticipate cause-and-effect relationships 1 2 3 4 5

Conduct needs analysis, identify and prioritize requirements 1 2 3 4 5

Define problems or opportunities 1 2 3 4 5

Distinguish between important and unimportant aspects of business and clinical situations as a basis for sound decision making 1 2 3 4 5

Identify alternate processes and potential solutions 1 2 3 4 5

Promote and apply problem-solving philosophies 1 2 3 4 5

Utilize comparative analysis strategies 1 2 3 4 5

Demonstrate critical thinking and analysis 1 2 3 4 5

Prioritize or triage as necessary to ensure critical functions are repaired, maintained or enhanced 1 2 3 4 5

Broad systems connections—potential impacts and consequences of decisions in a wide variety of situations both internal and external 1 2 3 4 5

Systems theory 1 2 3 4 5

Systems thinking 1 2 3 4 5

Champion systems thinking 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives 12

COMPETENCY LEVEL

Novice Competent Expert

Identify how a system design accommodates business processes 1 2 3 4 5

Seek information from a variety of sources 1 2 3 4 5

Evidence-based practice 1 2 3 4 5

Facilities planning 1 2 3 4 5

Inventory control systems 1 2 3 4 5

Project management 1 2 3 4 5

Purchasing procurement 1 2 3 4 5

Develop work plans 1 2 3 4 5

Perform audits of systems and operations 1 2 3 4 5

Management functions 1 2 3 4 5

Assess organizational perception of systems effectiveness and departmental effectiveness 1 2 3 4 5

Develop requests for information and requests for proposals 1 2 3 4 5

Manage vendor contracts 1 2 3 4 5

Measure quantitative dimensions of systems and departmental effectiveness 1 2 3 4 5

Organize and manage the human and physical resources of the organization to achieve input, buy-in and optimal performance 1 2 3 4 5

Readings: 5, 21, 22, 23, 31, 35, 41, 57, 58, 62, 67, 71, 79, 80, 86, 91, 98, 99, 102, 116, 123 Programs: 11, 44, 46, 62 Leadership Assessments: 1, 3, 7 Self-Study Courses: 4, 5, 9, 17, 20, 23

B. Financial Management

Basic accounting principles 1 2 3 4 5

Financial management and analysis principles 1 2 3 4 5

Financial planning methodologies 1 2 3 4 5

Financial statements 1 2 3 4 5

Outcomes measures and management 1 2 3 4 5

Reimbursement principles, ramifications and techniques, including rate setting and contracts 1 2 3 4 5

Principles of operating, project and capital budgeting 1 2 3 4 5

Fundamental productivity measures 1 2 3 4 5

ACHE Healthcare Executive Competencies Assessment Tool Copyright © 2020 by the American College of Healthcare Executives13

COMPETENCY LEVEL

Novice Competent Expert

Financial controls and auditing principles 1 2 3 4 5

Revenue generation 1 2 3 4 5

Asset management, including depreciation schedule, facilities, equipment, etc. 1 2 3 4 5

Analyze financial reward versus risk 1 2 3 4 5

Apply financial planning methodologies to organizational objectives 1 2 3 4 5

Develop accounting and financial control systems 1 2 3 4 5

Develop and use performance monitoring metrics 1 2 3 4 5

Develop coding and reimbursement policies and procedures 1 2 3 4 5

Establish business relationships with financial advisors 1 2 3 4 5

Maintain compliance with tax laws and filing procedures 1 2 3 4 5

Negotiate third-party contracts 1 2 3 4 5

Provide stewardship of financial resources 1 2 3 4 5

Potential impacts and consequences of financial decision making on operations, healthcare, human resources and quality of care 1 2 3 4 5

Financing including funding sources, the process of obtaining credit and bond ratings, and issuing bonds 1 2 3 4 5

Philanthropy and foundation work, including source of funding for non-profit organizations or to target for-profit organizations’ activities 1 2 3 4 5

Supply chain systems, structures and processes 1 2 3 4 5

Readings: 10, 16, 26, 31, 41, 43, 44, 45, 49, 52, 57, 77, 90, 101, 114, 122 Programs: 2, 3, 5, 15, 23, 24, 25, 31, 44 Self-Study Courses: 14, 20, 22, 23

C. Human Resource Management

Human resources laws and regulations 1 2 3 4 5

Performance management systems 1 2 3 4 5

Recruitment and retention techniques 1 2 3 4 5

Staffing methodologies and productivity management 1 2 3 4 5

Employee satisfaction measurement and improvement techniques 1 2 3 4 5

Employee