Healthcare Professionals Assuming Active Administrative Roles - Annotated Bibliography Example

HealthCare Professionals assuming active administrative roles Annotated Outline I. This section willhighlight in summary varied issues relayed in the entire project, which have prompted healthcare professionals opt assuming administrative roles (Belluz, 2011). Mainly, these issues touch on improving service delivery whereby its effectiveness depends on sound management. Therefore, those assuming the medical field’s administrative roles ought to be doctors who have adequate information and experience regarding the medical field (Belluz, 2011). II. Introduction The section introduces healthcare’s complexity and its suggestion for medical practitioners to assume administrative roles. This is because they have adequate information and experience regarding what the field entails contrary to politicians or other policymakers. The latter groups do not have the necessary experience coupled with knowledge on how to promote the fields’ effective professional practices and ethics (Belluz, 2011). III. Identification of the problem and background Undeniably, since 2000 to date, healthcare has undergone numerous alterations that have rendered it being complex. Therefore, its management and administration ought to change with the intention of improving patient’s service delivery (Belluz, 2011). According to Belluz, doctors possess adequate information regarding the field where they can deliver as necessitated. Since, besides their varied specializations, they can also receive additional education regarding management through induction. This is especially in the sections that entail their involvement. This section also offers adequate literature regarding present changes characterizing healthcare, which entails doctors’ involvement especially in assuming managerial posts. IV. HealthCare Professionals education or induction The section highlights the essence of doctors undertaking extra courses or inductions meant to refine their administrative skills. This is especially in the sections that considerably entail their involvement, for instance, being administrators. Hence, promote service delivery not only in the confinements of the healthcare facility but also outside where practitioners ought to attend while checking out patients as specified by HMO. This is an essential section because its core purpose focuses on augmenting practitioners’ knowledge, hence refine their skills to become remarkable clinical leaders. a) The idea of professionals’ geographical distribution vs. Training This subsection compares former federal’s proposition of increasing professionals’ distribution across the state to training the available doctors. Since, the latter aspect will ensure they have worked as necessitated than increasing their numbers, which aligns well with HMO’s requirements. V. Conclusion The section offers an overview of the entire project’s issues and stressing the essence of practitioners’ involvement in the management. This is because of the current field’s intricacy and medical experience need by those assuming the administrative roles. Annotated Bibliography Belluz, J. (2011). Do doctors make better CEOs? Canadian Healthcare Manager, 18(3), 25-28. Belluz in this article stresses the essence of doctors’ inclusion in the management, which according to numerous people is unacceptable. Since, practitioners’ varied specializations are entirely contrary to what administration or leadership of healthcare entails. However, he elaborates effectively the experience which the doctors have divergent to other policymakers or politicians. Therefore, doctors once in the administrative positions will address issues based on their experience and knowledge they have regarding each medical area. This is article a reliable in this project due to its content, which will support varied project’s arguments on doctors actively assuming administrative roles. This is especially in facilitating HMO operations and roles whereby their essence may seem complex to a politician or other fields’ policymakers. Burns, J. B. (2006). Career opportunities in the nonprofit sector. New York: Ferguson. In this study, Burn focuses on describing varied jobs and career paths. Therefore, its content though not concentrating on healthcare administration, it is essential in arguing against those suggestions, which contend doctors should not assume administrative roles in their fields. However, the source does not have information regarding HMO but it emphasizes on people studying careers which they can diversity easily and apply the entire field’s general expertise in any post they hold. Butcher, L. (2012). Leadership academy gives doctors skills for a new era. Hospitals & Health Networks, 86(5), 20-1. The article highlights Iowa healthcare facility’s transition from being hospital-centered organization to physician-led enterprise, which prompted its management to seek immediate development of their physicians (Butcher, 2012). This incidence makes the article act as a reliable source to this project. Since, besides being relevant to the project, it offers an example of how the current healthcare facility is experiencing inevitable changes (Butcher, 2012). Therefore, medical experts ought to undertake both leadership and management studies that will enable them enhance their skills (Butcher, 2012). Gillam, S., & Cosford, P. (2011). Leadership and management for doctors in training: A practical guide. London: Radcliffe Publishers. The reference emphasizes on the essence of healthcare professionals equipping themselves with both leadership and administrations skills (Gillam & Cosford, 2011). Since, these will enhance their individual and organizational effectiveness instead of the facility relying on other fields’ inexperienced policymakers (Gillam & Cosford, 2011). The source is extremely useful and relevant to this project’s topic, which suggests practitioners should assume administrative roles (Gillam & Cosford, 2011). Health information management professionals needed. (2008, Jun 02). US Fed News Service, Including US State News. The article is about Jennifer Sandage’s account regarding her different career choice though in the medical field. The young professional despite intending to serve in the healthcare, she preferred pursuing information management course whose application is essential in the hospital setting. This article’s content and example will be useful in elaborating diverse alterations characterizing healthcare presently since 2000, which Williams and Torrens have also cited in their study. Therefore, its rich information is essential in sections both III and IV. Holmes, E. (2010). Character, leadership, and the healthcare professions. Journal of Research Administration, 41(2), 47-54, 6-7. The article supports essence of medical practitioners’ development with an intention of augmenting both their leadership and moral decision-making skills (Holmes, 2010). Since, this will enable them understand ethics and integrity required in the healthcare sector whereby they will be able to implement formulated policies as necessitated (Holmes, 2010). Therefore, the article’s content will be useful in subsection IV a). This to argue against thought of increasing healthcare professionals whereby they ought to train the available and improve healthcare’s service delivery. Shaw, R. (2011). Management essentials for doctors. Cambridge, UK: Cambridge University Press. This is an updated source comprising of other medical experts knowledge regarding the essence of doctors attaining adequate management skills. This is to enhance their effectiveness especially the consultants when undertaking their varied responsibilities. Therefore, this source will act as one of the projects’ main source meant to support the need of doctors attaining both leadership and management skills. The source is relevant to the project due to its core purpose whose core goal entails doctors learn management skills. Stempniak, M. (2012). Physicians getting extra pay for added administrative duties. Hospitals & Health Networks, 86(6), 17-17. In this article, Stempniak contends how numerous practitioners presently have resulted to assuming administrative roles to augment their income (Stempniak, 2012). However, the article illustrates how the healthcare is undergoing rapid alterations despite numerous people arguing practitioners from assuming administrative roles. According to Stempniak, physicians have gone to the extent of studying varied courses with the intention of assuming management roles in the medical field. The article will act as an example regarding numerous alterations characterizing healthcare presently. However, this article does not address HMO but via its content, it will be able to argue how medical practitioners via assuming managerial roles are capable of championing varied operations. Stoll, L., Swanwick, T., Julia Foster-Turner, & Moss, F. (2011). Leadership development for junior doctors. The International Journal of Leadership in Public Services, 7(4), 273-286. doi: http://dx.doi.org/10.1108/17479881111194161 The article stresses the essence of healthcare experts of attaining leadership skills, which will be essential in their career. Mainly, this is to prepare them to be future clinical leaders where they will be able to deliver as necessitated, for instance, being a team leader (Stoll, Swanwick, Julia Foster-Turner & Moss, 2011). The source addresses the same topic similar to that of this project. Wattis, J., & Curran, S. (2011). Practical management and leadership for doctors. London: Radcliffe Publisher. This book’s content acts as a self-development tool specifically for doctors and especially those who intend to hold administrative positions (Wattis & Curran, 2011). However, the book’s authors emphasize both leadership and management knowledge is vital to any healthcare expert while executing his or her duties (Wattis & Curran, 2011). This book’s content is relevant to the project’s proposed topic where it will be useful in supporting the idea of doctors assuming administrative roles. Williams, S. J., & Torrens, P. R. (2008). Introduction to health services. New York: Thomson Delmar Learning. In their book in chapter 12, both Williams and Torrens have highlighted how healthcare sector since 2000 has encountered numerous and inevitable alterations. This is regardless of numerous measures whose core purpose entails heightening service delivery (Williams & Torren, 2008). This is an informative source possessing a rich content meant to support the idea of including doctors in the management. Williams and Torren in this source suggest the healthcare administration ought to change with time. Therefore, people who do not have knowledge regarding this sector ought not to assume its administrative roles. The source also utilizes HMO to illustrate healthcare’s complexity, which to mere administrator or policymaker will be an uphill task (Williams & Torren, 2008). References Belluz, J. (2011). Do doctors make better CEOs? Canadian Healthcare Manager, 18(3), 25-28. Burns, J. B. (2006). Career opportunities in the nonprofit sector. New York: Ferguson. Butcher, L. (2012). Leadership academy gives doctors skills for a new era. Hospitals & Health Networks, 86(5), 20-1. Gillam, S., & Cosford, P. (2011). Leadership and management for doctors in training: A practical guide. London: Radcliffe Publishers. Gillam, S., & Cosford, P. (2011). Leadership and management for doctors in training: A practical guide. London: Radcliffe Publisher. Health information management professionals needed. (2008, Jun 02). US Fed News Service, Including US State News. Holmes, E. (2010). Character, leadership, and the healthcare professions. Journal of Research Administration, 41(2), 47-54, 6-7. Shaw, R. (2011). Management essentials for doctors. Cambridge, UK: Cambridge University Press. Stempniak, M. (2012). Physicians getting extra pay for added administrative duties. Hospitals & Health Networks, 86(6), 17-17. Stoll, L., Swanwick, T., Julia Foster-Turner, & Moss, F. (2011). Leadership development for junior doctors. The International Journal of Leadership in Public Services, 7(4), 273-286. doi: http://dx.doi.org/10.1108/17479881111194161 Wattis, J., & Curran, S. (2011). Practical management and leadership for doctors. London: Radcliffe Pub. Williams, S. J., & Torrens, P. R. (Eds.). (2008). Introduction to health services (7th ed.). Clifton Park, NY: Thomson Delmar Learning. Read More