Nichols’s Geriatrics professionals provide ongoing primary care for older people including home visits and primary care to nursing home patients.

Nichols’s Geriatrics professionals provide ongoing primary care for older people including home visits and primary care to nursing home patients. The department emphasizes coordinating services and providing the support necessary to maintain patients in their own home, if possible. Outpatient consultations for memory loss and other specific geriatric syndromes are also available. Nichols’s Geriatric Health Services can perform a comprehensive geriatric assessment of patients, provide case management and outpatient social services, assist with applications for financial assistance and coordinate physician and social worker visits to the home or skilled nursing care facility. First, my employees need to firmly know what is expected of them. They should be able to quote these goals when asked, and have the meaning of these goals engrained into their memory. This way they will always have a unified focus on where they are now, and where they need to be headed. Secondly, our goal is to meet long-term company objectives. For example, improving customer satisfaction ratings from whatever percentage to 100%. Operations managers have many goals such as: reduce cost, reduce variability and improved logistics flow, improved productivity, improve quality of customer service, and continuously improved business processes. However, reducing cost is always at the forefront within an organizational goal. Staffing also plays an important role as for the cost and patient care. “It is widely acknowledged that information technology (IT) and business resources need to be well aligned to achieve organizational goals.” (Wagner, H., Beimborn, D., & Weitzel, T. (2014 pp. 241-272) In order to reach maximum efficiency, there were certain long-term goals we wanted to achieve and are as follows: Improve health care quality and access Improve treatment for mental illness and chemical Dependency Improve senior safety and well-being Improve long term care Increase employment and self-sufficiency Use effective treatment to enhance outcomes Reinforce strong management to increase public trust Strengthen data-driven decision making (with empowerment) Value and develop employees Improve internal and external partnerships Thirdly, by providing integrated health care services that are holistic, comprehensive and cost effective, we are able to address some of the more functional objectives . For example, A. IMPROVE HEALTH CARE QUALITY AND ACCESS B. IMPROVE TREATMENT FOR MENTAL ILLNESS AND CHEMICAL DEPENDENCY C. IMPROVE ELDERLY SAFETY AND WELL-BEING D. IMPROVE LONG TERM CARE E. INCREASE EMPLOYMENT AND SELF-SUFFICIENCY F. USE EFFECTIVE TREATMENT TO ENHANCE OUTCOMES G. REINFORCE STRONG MANAGEMENT TO INCREASE PUBLIC TRUST H. STRENGTHEN DATA-DRIVEN DECISION MAKING I. VALUE AND DEVELOP EMPLOYEES We will actively pursue possibilities and evaluate new opportunities for fulfilling the organization's vision and strategic objectives by performing what is known as Internal Assessment. We must understand why the organization has succeeded in the past, what it will take to succeed in the future, and how it must change to acquire the necessary capabilities to succeed in the future. “These policy changes have implications for hospitals to be managed more cost effectively and efficiently.” (Kippist, L., & Fitzgerald, A. (2012).pp. 34-47)To do this, we must: • evaluate the organization's capacities--its management, program operations • evaluate the organization's resources--people, money, facilities, technology, and information. • review the organization's current capacities and future needs. • compile a list of the strengths and weaknesses that will have the greatest influence on the organization's ability to capitalize on opportunities. For example, Organization-wide Supervisors / Managers Employees Savings Time Savings Clarification of Expectations Accuracy Reduced Conflicts Improved Self-assessment Accountability Visible Accountability Improved Performance Productivity Efficiency Career Paths Retention Consistency Job Satisfaction Communication Performance Performance Patient-centered care has become a central focus for the nation’s health system, “yet patient experience surveys indicate that the system is far from achieving it.” (Li, C., & Yu, C. (2013). pp. 3319-3690) Based on interviews with leaders of patient-centered organizations and initiatives, this report identifies seven key factors for achieving patient-centered care at the organization level: 1) top leadership engagement, 2) a strategic vision clearly and constantly communicated to every member of the organization, 3) involvement of patients and families at multiple levels, 4) a supportive work environment for all employees, 5) systematic measurement and feedback, 6) the quality of the built environment, and 7) supportive information technology. Fourthly, by creating and implementing an effective performance management process which will enable managers to evaluate and measure individual performance and optimize productivity by: • Aligning individual employee's day-to-day actions with strategic business objectives • Providing visibility and clarifying accountability related to performance expectations • Documenting individual performance to support compensation and career planning decisions • Establishing focus for skill development and learning activity choices • Creating documentation for legal purposes, to support decisions and reduce disputes In conclusion, one of the challenges of health reform, for those managing hospitals, is a need to have a unified position in their collective ownership of managing the organization. Also, forward thinking companies are taking steps to successfully address this negative view of performance management. They are implementing innovative solutions that ensure processes deliver real results and improve performance. References 1). (2010, 10). Healthcare Operations Management Roles and Goals. StudyMode.com. Retrieved 10, 2010, from http://www.studymode.com/essays/Healthcare-Operations-Management-Roles-And-Goals-434049.html 2. Kippist, L., & Fitzgerald, A. (2012). BREAKING DOWN PROFESSIONAL BOUNDARIES: HOW CAN DOCTORS AND MANAGERS WORK TOGETHER TO BETTER MANAGE HEALTH CARE ORGANISATIONS?. Employment Relations Record, 12(1), 34-47. 3. Li, C., & Yu, C. (2013). Performance evaluation of public non-profit hospitals using a BP artificial neural network: the case of Hubei Province in China. International Journal Of Environmental Research And Public Health,10(8), 3619-3633. doi:10.3390/ijerph10083619 4. Wagner, H., Beimborn, D., & Weitzel, T. (2014). How Social Capital Among Information Technology and Business Units Drives Operational Alignment and IT Business Value. Journal Of Management Information Systems,31(1), 241-272. doi:10.2753/MIS0742-1222310110 5. Śliwczyński, B. (2011). OPERATIONAL CONTROLLING - A TOOL OF TRANSLATING STRATEGY INTO ACTION. Logforum, 7(1), 46-59.