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Banner Health operates in health care and is located in Arizona, United States. With over 48,000 staff members, Banner Health provides medical services to patients. Outpatient care, emergency and primary care are some services offered at Banner Health. The organization has branches in the United States under the management of Peter Fine. The merger between Samaritan and Lutheran health organizations created Banner Health in 1999. The mission of Banner Health is to provide quality care. Management of Banner Health has outlined a mission statement that guides operations (Press, 2002). Professionalism matters at Banner Health. The goal is to nurture health professionals who understand the changing health system. The health organization believes that skilled health specialists can advance their interests in the market. The readiness of Banner Health to address health care needs of citizens in the next decade will feature in the discussion. Inclusion of a strategic plan will highlight strategies formulated by Banner Health to address this need.
The strategic plan of Banner Health is to oversee expansion of operations. Demand for health care has increased and requires additional branches. Accomplishment of this objective will assist Banner Health develop a strong health care network. Innovation is critical to network growth as the organization looks forward to making positive influence on health care. Management of Banner Health points that development in network systems will assist the organization reach more patients. Implementing of this policy will pave way for coordination across branches while improving health care patterns. A large network for Banner Health will mean better health care alongside information sharing among professionals. Patient conditions differ and with network growth, the organization will understand scope of health issues. The analysis will encourage Banner Health to create solutions to existing problems by using evidence-based research.
The success of health care delivery depends on staffing policies adopted by organizations. Banner Health has adopted a new staffing approach aimed at boosting efficiency. Some departments have poor staffing levels and this affects provision of quality care. The organization oversees employee issues through communication and implementation. Nurse staffing remains critical to enhancing flexibility at the organization. Management of Banner Health has adopted the approach of balanced staffing to meet growing patient demand. A report released by American Nurses Association indicated gaps in delivery of health care because of staffing shortages. Skill development among nurses is among priorities developed by Banner Health. The organization has made nurse-staffing changes such as introduction of shifts to reduce fatigue. Employees complain about overworking and management has made a raft of changes to improve the situation (Lineweaver & American Nurses Association, 2014).
The resource management factor relates to Banner Health through provision of cost effective care. Banner health has formulated polices to oversee prudent financial management tools such as auditing. Wastages and loopholes come under evaluation hence improving resource utilization. Organizations lose revenues because of poor structures in operation and Banner Health understands the risk presented. Management of resources has helped Banner Health to document changes in service delivery. The organization should adopt a fiscal policy that manages utilization of resources. Implementing health care should come under review to understand scope of resource consumption. Management should discuss prudent measures needed to reduce cost problems. The organization has mobilized resources to handle the growing health care sector.
Patient Satisfaction Banner Health has made changes in health meant to improve service standards. The organization has developed patient satisfaction benchmarks to measure success. A high patient satisfaction rate shows the readiness of Banner Health in promoting health care. Patients face challenges accessing health care and Banner Health has streamlined operations to meet this need. Employees at the organization undergo training required to improve professionalism. Application of technology is another strategic plan outlined by Banner Health. Management has invested in technology to understand patient trends. Information systems developed by the organization have changed operations leading to better outcomes (Press, 2002). For example, nurses within the organization can share information and forecast patient patterns. Technology at the organization has improved service delivery alongside boosting output. Coordination of health care employees is another strategy used by Banner health to boost patient satisfaction. Management has developed measures that enhance flexibility among nurses. Health professionals at the organization receive training concerning patient satisfaction and addressing challenges. Teamwork coordination evidenced at Banner Health aims to spearhead better health outcomes among patients.
Comparison between Banner Health and Singapore Airlines Singapore Airlines ranks among top flight companies in the world concerning service delivery and customer management. The leadership at Singapore Airlines comes first among factors contributing to the success of the airline company. Management of Singapore Airlines uses an inclusive approach of leadership to manage issues. The organization understands the importance of leadership in supporting operations. Senior members of staff at Singapore Airlines explore strategic options that align with the mission of the company. Management of Singapore Airlines plays a critical role in shaping brand image and service delivery. The service delivery model at Banner Health does not compare to Singapore Airlines. Banner Health strives to meet patient needs but still needs to make policy changes (Fottler, Khatri & Savage, 2010). The organization faces challenges in promoting customer service such as poor training and bureaucracy. Strategic alternatives developed by Banner Health have not met expectations given the current problems faced in the market.
Organizational culture comes second with respect to Singapore Airlines. The company embraces an open organizational model where employees from diverse backgrounds work. The organization has developed measures required for promoting employee coordination and innovating. For example, the company allows employees to propose ideas meant to make operations better. Management has developed a good relationship with staff members. The organizational culture at Banner Health relates to socialization among staff members and patients. Engagements between patients and health care professionals meets required standards given the positive influence accomplished. Nurses at Banner Health benefit from warm relations with management leading to better output. Team cohesion activities at Banner Health play a role in motivating employees to meet patient needs. Learning is the last comparison between Singapore Airlines and Banner Health. The policy at Singapore Airlines concerning learning relates to training employees. The airline company invests in employees to build on the promise of excellent customer service. Management believes that empowering employees can improve health outcomes. On the other hand, Banner Health promotes training among employees but does not reach the levels of Singapore Airlines.
The evaluation of Banner Health has shown capability of the organization to meet health care needs. Areas such as nurse staffing, network growth and resource management have shown readiness of Banner Health in addressing health care issues of the next decade. Comparison between Singapore Airlines and Banner Health has shown their differences. The comparison has highlighted strategic differences between the two organizations and implications on service delivery.
1. Fottler, M. D., Khatri, N., & Savage, G. T. (2010). Strategic human resource management in health care. Bingley, UK: Emerald.
2. Lineweaver, L., & American Nurses Association. (2014). Nurse staffing 101: A decision-making guide for the RN.
3. Silver Spring, MD: American Nurses Association. Press, I. (2002). Patient satisfaction: Defining, measuring, and improving the experience of care. Chicago, IL: Health Administration Press.
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