Outcome Measures, Issues, and Opportunities

Outcomes Measures and Opportunities
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Organizational Functions, Processes, and Behaviors in High-Performing Organizations
High-performing healthcare organizations have common functions, processes, and behaviors. When it comes to leadership practices, their leaders are characterized by humility, transparency, and having a vision (Ahluwalia et al., 2017). In such organizations, executives, board members, and senior administrators comprehend that their excellence in terms of awards is an ongoing process and not a destination. These leaders aim to do better and create a more fulfilling impact on communities, their patients, and all staff members. The leaders are actively engaged at every quality and safety level, emulating the behavior and actions that they expect their followers to have. They uphold standards that they desire to see their staff meet. Their goal is to create and sustain a stable culture of excellence in their performance. In terms of interprofessional collaboration, high-performing healthcare organizations have teams built on collaboration and excellent care coordination (Hofmann, 2023). For example, in a hospital, one team composed of surgeons, nurses, orthopedists, and dietitians work in collaboration to manage the patient and provide quality care before, during, and after a patient's surgical procedure. High-performing organizations effectively coordinate primary care, inpatient and outpatient care, rehabilitation, and follow-up to enhance treatment and recovery.
In terms of financial management, high-performing organizations prioritize financial discipline. They aim to meet the organization's vision and mission while balancing their capital needs and financial capability (ACHE, 2023). They believe that to achieve financial balance, they must maintain a well-integrated, financial strategic planning process. Therefore, they define their financial goals and projections by forecasting them in five years and annually while including clear, well-designed objectives to meet their capital needs (ACHE, 2023). In terms of care effectiveness, high-performing organizations have effective operations that discipline and guide the manner in which healthcare is delivered. These organizations focus on quality and safety, placing critical emphasis on areas that affect patient flow within and through the health system, patient access, and an effective discharge process to the right post-care institution. Additionally, these organizations utilize real-time decision-making processes guided by predictive analytics (Hofmann, 2023). In contrast, less-performing healthcare organizations struggle with long waiting hours for patients, slow patient flow within and through the system, elevated risks of infections following a lack of situational awareness, increasing cost-per-patient, and having leaders whose vision is not in alignment with the organization's improvement goal.
The organization is a high-performing entity, though it has a few areas for improvement. For instance, limited interprofessional collaboration would be the greatest hindrance to the implementation of the proposed changes. While high-performing organizations work in highly effective teams that collaborate before, during, and after patient procedures, the organization lacks cohesive teams, which has significantly affected care coordination and hence quality and safety in healthcare. Therefore, to fully make the organization a high-performing entity, there is a need to work on establishing cohesion and creating teams with a common goal of enhancing quality and safety outcomes. These teams will need to collaborate and consult each other to offer the patients the best care available.
Effect of Organizational Functions, Processes, and Behaviors on Outcome Measures
An organization's functions, processes, and behaviors significantly affect the outcome measures after treatment or intervention has begun. For instance, the nature of the organization determines the quality measures over time. An organization's leadership practices may affect how healthcare professionals respond to patients' needs. Leadership practices that aim to build and govern in humility often motivate healthcare professionals to deliver quality and safe care (Vaughn et al., 2019). An effective leadership system should therefore be humble, visionary, and transformative. When the leadership system can be relied upon to influence safe and quality outcomes, the mortality rate reduces, and care effectiveness notably improves. Further, patients tend to report positively about their experiences with the healthcare organization. In contrast, when the leadership practices are harmful and oppressive, such as when the leaders are unwilling to listen to staff concerns, there is a high likelihood that mortalities will increase, and care effectiveness will take a downward trend (Vaughn et al., 2019). Further, there will be a notable increase in hospital readmissions and issues with safety and quality of care.
An organization's financial management affects and determines the running and sustenance of the entire entity, including staff payments, obtaining capital needs, and investments such as medical supplies. Planned finances ensure a financial balance between all sectors within the organization. Therefore, outcome measures such as positive patient experiences, a reduction in mortalities, safe and quality care delivery, and care effectiveness are felt. In contrast, when finances are poorly managed, the organization will likely lack a sustainable financial balance, leading to the unfulfillment of necessary needs (Vaughn et al., 2019). In such as case, the organization is most likely to record increased cases of mortalities, compromised care in terms of safety and quality, negative reports on patient experiences...