Contemporary Health Management: A Deep Dive into Healthcare Strategies

This report delves into contemporary health management, examining key theories and practices within the healthcare sector. It begins by exploring the human relations management theory, emphasizing the importance of team dynamics and employee motivation, contrasting it with earlier management approaches like Theory X and Y. The report then moves on to clinical governance, outlining its framework, pillars, and importance in ensuring high standards of care, patient safety, and organizational accountability. The discussion extends to change management in healthcare, addressing resistance factors and strategies for successful implementation. Finally, the report analyzes risk management, highlighting the significance of efficient risk assessment, early warning systems, and enterprise risk management to mitigate potential threats. This report provides a comprehensive overview of critical aspects of health management, offering insights into strategies for improving healthcare delivery and organizational performance.

Running Head: CONTEMPORARY HEALTH MANAGEMENT
Contemporary Health Management
Name
Institution

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Contemporary Health Management
Question #1
The human relations management theory is a researched principle that individuals desire
to be part of a caring team, which aids the development and growth. Human relations
management theory is based on the fact that individual workers should be perceived as members
of the team, and that salary and good working conditions are less vital. Following Hawthorne
experiments, Douglas McGregor and Abraham Maslow disclosed how motivational theory fits
the theories of human relations. Abraham Maslow proposed the five basic needs that were
inspiring factors when perceiving a worker’s workplace values since the worker is motivated to
make sure that the majority of these person’s needs are satisfied. On the other side, McGregor
reinforced motivation beliefs by acknowledging that workers input more to the company when
they feel accountable, as well as valued. This demonstrates that the theory is a reaction to the
management theories that were developed earlier like Theory X and Y by McGregor, human
resource (HR) management theory (theory Y) and Maslow theory. One similarity between the
human relations management theories and other management theories is that they stress the
significance of motivation on employees on improving performance in the workplace (Ross &
Büchner, 2010). The theory has been criticized as being a technique of manipulating individuals
to adhere to management directives rather than bringing management to comprehending of
human nature thus creating the advantageous changes in the company.
An example is a fact that healthcare administrators will be accountable for the promotion
of relationships among members in a given organization that will be reciprocally satisfying.

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Thus, harmony, as well as greater employee morale is believed fundamentals for providing
healthcare services (Guttman, Keebler, Lazzara, Daniel & Reed, 2019).
Question #2
Clinical governance is a framework where the NHS organizations become accountable
for continually advancing the safety along with the quality of their services and safeguarding
high standards of care. These standards are improved by fashioning an environment where
superiority in clinical care would blossom. The pillars of clinical governance as a framework
include clinical efficiency, patient experience, and involvement, resource efficiency, learning
efficiency, risk management and strategic efficiency. For example, in Australia, clinical
governance framework for MHNIP could have the capability to coagulate the roles in addition to
responsibilities of the mental health nurse plus medical practitioner (Dennis, 2017).
In clinical governance, the governance system sets out policies, processes, procedures,
plus protocols comprising setting and sustaining a clinical governance framework. The clinical
governance will establish factors such as effectual safety along with quality systems along with
robust organizational governance processes; safety and quality of care are monitored; and the
organisation response to safety, as well as quality issues suitably. The clinical governance
depends on culture of the organization plus the performance of the employees. Leadership also is
a factor that is evidence in the clinical governance towards creating an effective culture to
promote governance. Like in clinical governance, leadership and culture are instrumental in
corporate governance in making sure that organizations comply with the set standards for the
wellbeing of its stakeholders. Both clinical governance and corporate governance ensures that

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organizations are accountable and that they offer safe along with high-quality healthcare services
to the community and patients. This is evident in the instance of Medical Board of Australia that
governs the medical field in matters of governance (Balding, 2008).
Question #3
Managing change in healthcare sector is a multifaceted, dynamic, as well as a demanding
process and it is not at all a choice between technological or people-oriented results but a
combination of all. Many healthcare organizations face resistance while attempting to effect
change. The causes of resistance to change in healthcare organizations in Australia occur because
the employees have not been communicated on the proposed change. The employees are not
involved in the process of proposing the change and they will feel that they are not part of the
change being proposed that makes them resist the change. Also, resistance to change will occur
within a healthcare setting when healthcare workers perceive that the change will be a threat to
their jobs or positions. For example, when a technological change is introduced is an
organization, the older employees without technological skills will perceive the change as a
threat to their jobs. Lastly, resistance to change will take place when individual employees
consider the change unpleasant or disagreeable or even inconvenient or based on personal and
group assessments (Oreg & Sverdlik, 2018).
First, organizations should engage all the stakeholders that will be affected by a change to
possibly ensure that they are aware of the change needed in the healthcare organization.
Developing clear communication pathways is essential in this endeavour. Second, there is a need
for managers implementing the change to do so in stages. The organization should prepare for

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the change and plan for managing the change. Third, empower innovation and creativity by
creating avenues for feedback and stay flexible. Lastly, create collaborative teams with collective
goals to ensure that the teams sufficiently manage the change (Murrar & Brauer, 2019).
Question #4
Regulators have stressed the significance of efficient risk management, boards, as well as
management teams have amplified their focus on the concept of “risk” and have perceived a
measurable change on this focus at their respective organizations. Healthcare organizations in
Australia are needed to develop a structure where crucial risk-based decisions are undertaken by
the right people. Risk universe or strategic objectives are an important consideration for the
organization to base their decisions in risk management. Some of the healthcare risks include
alarm fatigue, violent incidents, wrong diagnosis and examination, disruptive staff behaviour,
emergency preparedness, as well as technology failure (Molavi-Taleghani, Abdollhayar, Nekoei-
Moghadam & Sheikhbardsiri, 2018).
Manager develops earning warning systems to ensure that risks are detected early before
they occur. The manger further develops a system that will systematically identify, assess, as
well as prioritize risks. The early warning systems will allow the development of a process to
identify vulnerabilities along with challenges. Also, the manager develop an enterprise risk
management (ERM) system that will seek growth, but make sure strategic, as well as operational
risks are mitigated. The ERM will further optimize opportunities of success of attaining
mitigating plans and accelerate capacity to respond to change plus opportunities. Finally, the
manger develops a risk management information system (RMIS) that will help in consolidating

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property values, policy along with exposure data and offering the tracking plus management
reporting abilities to allow the user to monitor and control the general cost of risk management
(Marzi, 2018).

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References
Balding, C. (2008). From Quality Assurance to Clinical Governance. Australian Health Review.
32(3), 383-391.
Dennis, S. (2017). From organisations to people: improving the prevention and management of
long-term conditions in Australian primary health care. Australian Journal of Primary
Health, 23(5), 1-2.
Guttman, O., Keebler, J. R., Lazzara, E. H., Daniel, W., & Reed, G. (2019). Rethinking high
reliability in healthcare: The role of error management theory towards advancing high
reliability organizing. Journal of Patient Safety & Risk Management, 24(3), 127–133.
Marzi, L.-M. (2018). Risk management and healthcare safety: Ten years of experience at the
Vienna General Hospital. Journal of Patient Safety & Risk Management, 23(6), 265–268.
Molavi-Taleghani, Y., Abdollhayar, A., Nekoei-Moghadam, M., & Sheikhbardsiri, H. (2018).
Practical Aspects of the Use of Healthcare Failure Mode and Effects Analysis Tool in
The Risk Management of Pediatric Emergency Department: The Scrutiny in Iran. Journal
of Pediatric Research, 5(1), 21–31.
Murrar, S., & Brauer, M. (2019). Overcoming Resistance to Change: Using Narratives to Create
More Positive Intergroup Attitudes. Current Directions in Psychological Science, 28(2),
164–169.

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Oreg, S., & Sverdlik, N. (2018). Translating Dispositional Resistance to Change to the Culture
Level: Developing a Cultural Framework of Change Orientations. European Journal of
Personality, 32(4), 327–352.
Ross, P., & Büchner, L. (2010). Global Consistency Versus Local Responsiveness: Deutsche
Telekom’s Human Resource Management Strategies in Central and Eastern Europe.
Journal of East-West Business, 16(1), 45–66.