Running head: COMPREHENSIVE LEARNING ASSESSMENT 2 1

Comprehensive Learning Assessment 2

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April 21, 2020

COMPREHENSIVE LEARNING ASSESSMENT 2 2

Comprehensive Learning Assessment 2

Introduction

The entire management needs to be thoroughly analyzed, and external agencies can be

carried out effectively and successfully. Over the last decades, health care has undergone an

influx of advances designed to improve life expectancy and quality of life due to better

medical and treatment alternatives. Growing quality, decreasing risk, expanding connectivity,

rising performance, eliminating losses, and reducing costs is another significant problem

facing healthcare institutions. Innovation also plays a major role in this[ CITATION Lee16 \l

1033 ]. Under our present system, it would not be enough to try our utmost or work harder.

There are massive changes in the healthcare industry. The need for innovation is driven by

multiple factors. Major suppliers are unavailable. The prices and rising costs are too huge.

Even we suffer from productivity. Innovation may be marked as non-disruptive or disruptive

by its effects on stakeholders. Non-disruptive innovation, also called evolutionary progress,

gradual innovation, sequential progress, or sustainable innovation, strengthens the current one

in a manner that facilitates the creation and eliminates new gradual challenges[CITATION All \l

1033 ]. Disruptive innovations, also known as radical, revolutionary, process or exponential

innovations, refer to innovations that fundamentally disrupt ancient systems, create new

components of the market and new markets while leaving out the former ones and provide

those who successfully implement and adapt to innovation with dramatic new opportunities

for value. There may be a convincing case that health care over the next few years could

undergo major disturbing innovation.

Collaborate with External Stakeholders

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The firm will require to collaborate with external stakeholders. Stakeholders are

individuals who say and profit from an organization. With their owners, organizations exist.

Health stakeholders include employees, doctors, community members, customers, suppliers,

and stockholders (profit-making government companies). The institutions and people they

represent are important both for successful communication with public health organizations

and their external stakes. Agency leaders must gather and obtain information from

stakeholders[ CITATION Jul161 \l 1033 ]. A process is described whereby agencies may

systematically receive the information needed by outside stakeholders, and three main

messaging types are identified under which the entity provides stakeholders with information:

campaign advertising, lobbying, and social media. Demonstrate consistent connections

between the actions of a collective team[ CITATION Sor \l 1033 ]. Published analyses and case

studies reinforce the belief that co-operation can contribute to positive health results and that

co-operation can improve intermediate quality predictors such as awareness dissemination,

information exchange, and greater decision making. In various ways, the impact of teamwork

on patient health has been examined. Different authors find decreases in medical error levels

if there is a good interprofessional partnership, and staff is trained to work efficiently together

and in a cohesive manner in order to reduce quality control discrepancies[ CITATION Lyn17 \l

1033 ]. Good employee care needs co-operation, partnerships, and alliances with the internal,

system, and external stakeholders.

Primary stakeholder recognition, a systematic review of views and roles, and the

creation of the engagement and interaction of stakeholders are necessary steps for a good deal

of work with various stakeholders. An effective workplace healthcare system involves

collaborations and alliances between different actors in a current operating

environment[ CITATION All \l 1033 ]. The rising nature and the need for co-operation between

different stakeholders are accelerated. In occupational health care a few decades ago, there
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was either a single disease or risk factor or a shift in the environment or actions of the

individual employees. Different stakeholders of occupational health care consist of various

core concerns, such as employees, managers, owners, and suppliers of occupational

healthcare[ CITATION All \l 1033 ]. The working environment in occupational health can be

enhanced if their diverse needs are understood and evaluated. However, as the WHO stresses

the "Healthy workplaces: a method for practice," the different actors in the workplace will

cooperate. Good occupational healthcare can utilize all modalities because it also requires the

clear participation of various stakeholders in value creation and the well-organized

collaboration between different actors to allow the consumers of occupational healthcare to

experience comprehensive services.

Bring on New Products and Services

There are huge changes in the health industry. It is not good enough for anyone. It

was too fast for some. It is fair to say that healthcare is dysfunctional regardless of your

position. In 2018, $3.5 trillion, nearly 18 percent of the nation's GDP was spent on

healthcare. Given this massive expenditure, in the success of our health care program, the

Commonwealth Fund placed the US dead last in a survey of 11 developing nations[CITATION

Sor \l 1033 ]. Over recent years, innovation in the healthcare sector has grown tremendously.

The new requirements of the Affordable Care Act, the demands of the Medicaid demographic

and the increasing consumerism and digital health have created an ideal atmosphere for

innovative goods and services[ CITATION All \l 1033 ]. Most of this innovation emerges from

the patient and member health systems and health plans because they tackle the problems

raised by many of these improvements. A variety of these innovations have led to the

effective marketing of consumer goods. However, many of the most effective technologies

were either not produced or half-baked as new products and thus revealed market

failures[ CITATION All \l 1033 ]. The use of a potential new company and the transition into a
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successful new enterprise can be challenging, even in the best times. It can be challenging if

an individual is dealing with all of the improvements that are currently facing health care.

Evaluate and price both the direct and indirect costs of product development. Some of

the big mistakes are the assumption that existing management will accommodate fresh

product creation with no extra funding. Consumers already have more expenses for medical

services, and they want modern buying resources and 'interest' to be identified while

searching for healthcare[ CITATION Sei15 \l 1033 ]. They often anticipate offerings from other

sectors (such as mobile banking, ride-sharing, or one-click shopping Amazon) to be offered

by healthcare providers. The general health-and insurance costs-of the entire number of

individuals include control of public welfare. Holding patients safe avoids costs on medical

treatments, and also having nutritious meals, training schedules, travel, and even preparation

about wise choices may be a smart choice because you become an insurance

company[ CITATION Sei15 \l 1033 ]. The overdose problem has placed an increasingly stressed

system with tremendous pressures and costs. Healthcare companies, health insurance

organizations, public services, and non-profit organizations, through data processing to help

in the discovery of irregularities and abuses in the network, must strive to pursue alternatives.

The shortage of doctors and nurses has rendered telehealth alternatives more appealing,

especially for patients who do not reside near hospitals or specialists. Any participant in the

health environment has the potential of changing itself and having a beneficial impact on the

larger community.

Accomplish and Strategy

The days of life as routine are done in healthcare. Given the hard work of well-

intended and well-trained physicians worldwide, any program of health is grappling with

rising costs and unequal efficiency. Incremental solutions have been attempted – combat
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abuse, minimize delays, implement treatment standards, render patients healthier

"consumers" – by community officials and politicians – but few of them have had a major

effect[ CITATION Pro19 \l 1033 ]. It is time for a new approach to nature. In its root, a benefit

for patients is maximized: the greatest outcomes are obtained at the lowest expense. We have

to go from a supply-oriented health care environment to a patient-centered program designed

to meet what people require. They will change the emphasis from the amount and rentability

to the outcomes of the facilities delivered — appointments to physicians, clinics, treatments,

and examinations. We do need a program that concentrates the resources for particular

medical conditions in community institutions and in areas where high-value treatment is

delivered, that replaces today's fractured structures, in which every local health provider

provides a full spectrum of resources[ CITATION Laí16 \l 1033 ]. The strategies that contribute to

an optimal system for the delivery of medical facilities require six interdependent

components: the coordination of the medical needs of individuals rather than the professional

specialties of physicians, calculating expenses and outcomes for each particular patient, and

creation bundling rates for the full treatment process. The transition to value-driven

healthcare is ongoing.

Conclusion

In conclusion, health care has undergone an influx of advances designed to improve

life expectancy and quality of life due to better medical and treatment alternatives. The need

for innovation is driven by multiple factors. Major suppliers are unavailable. The prices and

rising costs are too huge. Even we suffer from productivity. Stakeholders are individuals who

say and profit from an organization. With their owners, organizations exist. Health

stakeholders include employees, doctors, community members, customers, suppliers, and

stockholders. Different stakeholders of occupational health care consist of various core

concerns, such as employees, managers, owners, and suppliers of occupational healthcare.

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References

Alloghani, M., & Al-Jumeily, D. (2018). Healthcare Services Innovations Based on the State

of the Art Technology Trend Industry 4.0. 2018 11th International Conference on

Developments in eSystems Engineering (DeSE).

Costa, L. S. (2016). Innovation in healthcare services: notes on the limits of field research.

Rio de Janeiro.

Dafny, L. S., & Lee, T. H. (2016). Health Care Needs Real Competition. Retrieved from

HBR: https://hbr.org/2016/12/health-care-needs-real-competition

Kaplan, S. (2020). Six Trends Shaping the Future of Health Care. Retrieved from INC:

https://www.inc.com/soren-kaplan/six-trends-shaping-future-of-health-care.html

Martinez, J. C., King, M. P., & Cauchi, R. (2016). Improving the Health Care System: Seven

State Strategies.

Morley, L., & Cashell, A. (2017). Collaboration in Health Care. Journal of Medical Imaging

and Radiation Sciences, 207-216.

Pandi-Perumal, S. R., Akhter, S., & Zizi, F. (2015). Project Stakeholder Management in the

Clinical Research Environment: How to Do it Right. Front Psychiatry.

Purcarea, P. E. (2019). The impact of marketing strategies in healthcare systems. Journal of

Medicine and Life, 93-96.