BUS-FPX3006 Assessment 4: Leveraging and Managing Employee Talent
Name
Capella University
BUS-FPX3006 Developing a Health Care Management Perspective
Prof. Name Date
MAKING HEALTHCARE FAIR: The Strategic Imperative for Universal Access and Talent Management
Introduction: The American Healthcare Paradox
Unlike many developed nations, the United States has not yet achieved a universal healthcare system to accommodate and provide comprehensive care for every citizen. This structural deficiency leaves large segments of the population neglected, often forcing them into a lower quality of life due to untreated chronic conditions or delayed preventive care. Compounding this issue is the startling data that, compared to other high-income countries, the U.S. spends nearly twice as much on healthcare but exhibits the worst outcomes and highest numbers of chronic disease cases (Tikkanen & Abrams, 2019).
The purpose of this paper is to raise awareness about this paradoxical issue, analyze its profound implications for healthcare organizations and public health, and initiate discussion on the necessary systemic and strategic changes required to address it. This debate is crucial as it questions the adherence to the fundamental ethical commitment of healthcare professionals, particularly the Hippocratic Oath, which pledges loyalty and care to all. Addressing this challenge is not just an ethical matter but a strategic requirement for modern healthcare leadership. This foundational challenge is the focus of this BUS-FPX3006 Assessment 4.
The Ethical Conflict and The Manager’s Mandate
The high-cost, low-outcome phenomenon in the U.S. is deeply rooted in fragmentation and unequal access, creating an ethical conflict that challenges the very mission of medicine. Healthcare managers, in particular, must prioritize addressing this issue as they are responsible for setting the organizational culture and operational example for all employees. Their mandate extends beyond financial solvency to ensuring equitable care delivery. The observable increase in the aging population and overall demographic growth in the United States necessitates that healthcare leaders develop a system capable of catering to this expanding, diverse population.
This system must ensure a positive quality of life for all amid the growing demand for high-performance and cost-efficient healthcare organizations (Buchbinder, Shanks, & Kite, 2021). The failure to provide universal access is not just a political issue; it translates directly into operational inefficiencies and moral distress among frontline staff. When a hospital system is required to use costly emergency room resources for conditions that could have been prevented with basic primary care, the system is fundamentally broken. This waste and the resulting poor patient outcomes directly challenge the competency implied in any major healthcare management course, including BUS-FPX3006 Assessment 4.
The ethical pressure on healthcare systems to ‘do no harm’ is undermined when organizational structures actively prevent access for the most vulnerable populations. This structural injustice creates a moral hazard, compelling managers to find solutions that maximize the public good within current fiscal constraints. The long-term vision must align profitability with population health improvement. Without this alignment, the system remains unsustainable, perpetuating a cycle of high-acuity care rather than wellness promotion.
A critical component of achieving this goal is redefining the mission of the modern healthcare enterprise to explicitly include equity as a key performance indicator, on par with financial metrics and quality scores. This strategic shift is necessary to prepare future leaders for challenges such as those examined in the core curriculum of BUS-FPX3006 Assessment 4.
IMPORTANCE OF THE PROBLEM: Public Health and Economic Impact
The absence of universal healthcare, or a failure to achieve equitable access, directly affects healthcare organizations by hindering their ability to meet the needs of the entire community and offer crucial preventative consultations. This failure to improve the overall health of the entire population directly contributes to a rise in chronic illnesses. As the population ages, the lack of timely and affordable care increases the risk of disease proliferation across the country, posing a significant and escalating threat to public health and well-being.
Preventable conditions like hypertension, diabetes, and asthma are managed poorly or not at all in uninsured and underinsured populations, leading to expensive, emergent complications that burden the entire system. For an organization, this translates into higher utilization of specialized resources and greater bad debt, BUS-FPX3006 Assessment 4 as emergency care is legally required regardless of the patient’s ability to pay (Tikkanen & Abrams, 2019). This inefficiency is antithetical to the principles of effective management.
Furthermore, the economic strain is profound. When individuals cannot access preventive care, they suffer reduced productivity, increased sick days, and ultimately, shorter working lives, impacting the national economy. This scenario represents a substantial economic burden, not only on individuals and families but also on employers and the government. Failure to address and resolve these systemic issues promptly will lead to a buildup of problems, ultimately overwhelming the healthcare system in the future.
The sheer volume of demand from an increasingly sick population will inevitably outpace the supply of available resources, facilities, and—most critically—trained professionals. Healthcare leaders must view the goal of universal access not as an altruistic aspiration but as a necessary financial and operational stability measure. A focus on population health management, which is a key component of effective modern leadership, as taught in BUS-FPX3006 Assessment 4, demands proactive strategies to reach all community members, not just those who can afford coverage.
The cycle of poverty and poor health is intrinsically linked to the lack of access. Low socio-economic status often correlates with poor diet, stressful living conditions, and
inadequate health literacy, all of which are exacerbated by the inability to see a primary care physician. Affordable healthcare may enable earlier intervention to prevent chronic diseases, improve overall public health, and alleviate the economic strain associated with low socio-economic status (Wu & Green, 2000).
The current structure forces healthcare systems to operate in a reactive rather than a proactive mode, constantly treating crises instead of fostering wellness. To break this cycle, managers must spearhead efforts that integrate social determinants of health into care models, such as addressing food insecurity or lack of transportation, which are often the true barriers to care. This comprehensive, holistic approach is what transforms a simple provider into a true community health partner, a transformation vital to success and a main objective of the BUS-FPX3006 Assessment 4 framework.
STRATEGIC SOLUTIONS: Universal Care and Talent Management
Two intertwined solutions emerge for making healthcare fair and sustainable: achieving functional universal access and strategically leveraging employee talent and technology. While the former is a complex legislative challenge, the latter is firmly within the direct control of healthcare managers and is essential for implementing any major systemic change, including the goals set forth in BUS-FPX3006 Assessment 4.
The Universal Access Mandate
One of the most effective solutions, though seemingly challenging in terms of initial financial balancing, would be to invest in creating a functional universal healthcare system that provides basic, comprehensive medical services to all citizens. In the long run, this investment would prove highly cost-efficient as it would lead to a healthier nation, reducing the economic burdens associated with chronic, untreated illness and unnecessary emergency room visits. The immediate resistance to this approach often centers on the perceived loss of control and the increase in initial taxation or government expenditure.
However, the long-term data from comparable developed nations consistently shows that universal systems lead to better public health indicators and overall lower per capita spending compared to the fragmented U.S. model (Tikkanen & Abrams, 2019). The recommended policy change—investing in economically sustainable universal care—benefits patients, healthcare employees, and organizations professionally by stabilizing demand, improving patient flow, and ultimately fulfilling the ethical mission. The success of this major overhaul is inextricably linked to the operational efficiency and adaptability of healthcare organizations, a central theme of BUS-FPX3006 Assessment 4.
Leveraging Employee Talent and Technology
The second, and more immediately actionable, solution is for healthcare leaders to strategically harness employee talent and technology to deliver productive, accessible, and affordable care and treatment for all, regardless of the ultimate funding model. This involves a comprehensive review of the organization’s human capital strategy. Managers must identify high-potential employees and invest heavily in cross-training them in areas like telemedicine, BUS-FPX3006 Assessment 4 data analytics, and culturally competent care.
For instance, empowering nurses and physician assistants with advanced telemedicine capabilities can extend the reach of the organization into underserved rural or urban areas, dramatically improving accessibility without requiring massive infrastructure construction. The strategic utilization of technology, such as AI for predictive health analytics and electronic health records (EHRs) for seamless data exchange, is crucial. These tools maximize productivity and cost efficiency while providing optimal service. However, technology is only as good as the talent managing it.
Therefore, the healthcare manager’s role is to act as a Chief Talent Strategist, focusing on recruitment, retention, and development. Retention is key, especially in a system facing increasing demand. Managers must create a culture of psychological safety, where staff feel their moral distress is heard and addressed, and where their contributions to community health are explicitly recognized. By using data analytics to understand workflow bottlenecks and redistribute tasks efficiently—perhaps offloading administrative duties from highly trained clinical staff to technology or administrative support—managers can combat burnout and allow employees to operate at the top of their licenses.
This proactive approach to talent management is not just about keeping employees happy; it is a direct operational necessity for a complex, high-stakes system, which is a key learning outcome for BUS-FPX3006 Assessment 4. This dual focus—advocacy for systemic change (universal access) and internal optimization (talent/tech leverage)—represents the full scope of responsibility for the modern healthcare leader, ensuring that the organization can sustain growth and meet the moral and operational challenges of the 21st century.
Conclusion
In conclusion, it is strategically and ethically advantageous for the United States to move toward a healthcare system accessible to all. Such a move would boost morale within healthcare organizations, facilitate healthier lives through preventative care, and enhance overall national quality of life. Healthcare managers and leaders must be equipped and willing to plan accordingly, shifting their focus from reactive crisis management to proactive population health and strategic talent development.
The skills necessary to navigate this transition—financial analysis, ethical leadership, strategic planning, and human capital management—are precisely those emphasized in BUS-FPX3006 Assessment 4. Moreover, making healthcare more accessible is not an expense but an investment that contributes to the long-term sustainable development and growth of organizations and their employees while effectively addressing the current healthcare crisis and securing a healthier future for the nation.
REFERENCES
Buchbinder, S. B., Shanks, N. H., & Kite, B. J. (2021). Introduction to health care management (4th ed.). Jones & Bartlett Learning.
Tikkanen, M., & Abrams, M. K. (2019). U.S. Health Care from a Global Perspective, 2019: Higher Spending, Worse Outcomes? The Commonwealth Fund. https://www.commonwealthfund.org/publications/issue-briefs/2020/jan/us-health-care-global-perspective-2019
Wu, S., & Green, A. (2000). [Title of the article]. Journal Name, Volume(Issue), page range.
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