The Executive Interview with Doctor Copeland Introduction I selected Dr. Kenneth Copeland, Director of Ancillary services South Bend Clinics, South Bend as the subject of my executive meeting. Dr. Copeland is working at the SBC for last fifteen years. Dr. Copeland initially worked as a teacher in the Ivy Tech Community College and other laboratories as a team manager. Dr. Copeland’s education is in the field of Biochemistry and did Ph.D. in the same subject. Later, Dr. Copeland joined the SBC and went on to work in various roles as administrator. Since seven years, Dr. Copeland is director of laboratory and radiology services at the SBC. I chose …show more content…
Copeland says; “I do not know the exact definition of it. However, the strategic thinking means that we are aware of requires for a job position, and the acting is working on plans for the success of an organization. It is like always thinking of new ideas and creating new programs”. Dr. Copeland provided the simple example of strategic thinking, acting, and influencing. “When we started working on a new radiology branch at Granger location. At the same time, I was working on challenges, how to get the more revenue from Granger location radiology and laboratory services. Hence, we started advertising about our new services. We asked our employees to work hard to bring more patients at a new location. We also asked other different providers to take advantage of new services because these services were new in the Granger …show more content…
Alternatively, Do your organization run any CEU (continue education) classes for the staff morals and personal skills development? Dr. Copeland happily answered this question. “We try to bring in outside groups or services to make skills a development program for our staff. We offer new employees opportunity to take on additional leadership roles. Trying to develop new skills and training, as well as encouraging them to take a role of leadership. We take our employees for moral and development skills yearly because morale is difficult in the laboratories.” Another example of Dr. Copeland's leadership skill wants to write here. One-time clinic wanted to collect money for a social cause; we asked staff to begin to collect money while in service. Dr. Copeland said if you collect 10K and I'll buy you lunch. The team was excited and reached over 13K. • Do you have a plan for expansion of your healthcare facilities, and how has that been assessed and developed? We are looking for newer equipment and waiting to get funding because funding is crucial to buy new equipment or start a new branch. The SBC offices are outpatient clinic, not like hospitals. Hence, we have limitations on revenue. Another important thing our labs are in the basement need to be renovated or relocated for to fit new technology
In addition to this business plan, we must also address the financial issues plaguing this organization. To illustrate some of these issues lets look at some of the trends here at OCB and within our Industry: For example, OCB’s clinic operations profitability in 1990 was 60%, and now in 1996 our profitability is only 37%, which is down 23 percentage points! We can blame some of this on rising costs of overhead, consumables, etc, however this is happening as the industry as a whole is growing 5% annually, and as our customer base, largely senior citizens, population is growing at almost 1% as year. We should be capitalizing on these industry trends, however, as you all know, not all the trends work in our favor. For example, our lifeblood, the Insurance company’s managed care organizations, and government healthcare reimbursement programs shows a downward trend of allowable payments for our services (DRGs) For example in 1995 the DRG price of ...
The Brooklyn Hospital Center recognizes several goals within their strategic plan to assist them in achieving the highest quality patient-care and customer service, hiring the best possible employees, sustaining financial security, improving their research and education programs, and increasing patient accessibility to their services (The Brooklyn Hospital Center, n.d.). Their long-term goals include: achieving financial security to maintain their long-term viability; becoming the employer of choice within their com...
Culver, APRN, who specializes in adult health and has been a practicing APRN for over 10 years at a busy private family practice in Louisville, KY. She described her role as working within a team of medical staff consisting of two other advanced practice nurses, two registered nurses, one licensed practical nurse, four support and office staff, and a working collaboration with two internal medicine physicians. Her scope of practice includes telephone triage and seeing, treating and discharging patients with minor illness who need a same-day appointment as well as patients with long-term health conditions such as diabetes and heart disease. She serves a diverse (White, Black, Hispanic, and Asian) middle age to older adult population living in the community in the city of Louisville and surrounding areas. My basis for choosing J.M.C. for this interview is my professional goal of practicing in the primary care setting after I obtain my graduate degree and successfully pass the state licensure board and receive certification to practice as an advanced practice nurse in the state of Kentucky. I believe the opportunity to speak with her allowed me to gain insight into this area of practice as well as see how the core competencies are understood and applied in advanced practice
There are opportunities for a ‘natural leader’ to emerge on a daily basis among staff and volunteer managers alike. Eagly and Joannesen-Schmidt (2001) published an article titled “The Leadership Styles of Women and Men” noting the traits of a natural leader. A natural leader is inspiring to themselves and other employees, enables professional growth, and encourages staff rather than dictate what job needs to be done. In the Salvation Army, the mission is to bring aid to those in need with a passion and empathy for others. Program leaders should be aware of their responsibility as the heart and the brain of the organization (Eagly and Jonannesen-Schmidt,
At its core, the training and development of a company is the continuous effort to improve employee competency and organizational performance and these concepts are being executed expertly by the SBCUSD. The SBCUSD offers a mission statement on employee development that reads, “The mission of the Employee Development Department is to implement systems of professional growth that engage, develop and retain high performing employees through onboarding, professional development and individualized support.” In addition, there is a vision statement that reads, “The vision of the Employee Development Department is that every district employee will produce exemplary outcomes by building trust and consistently and effectively serving others.” In our research we examined the means in which the SBCUSD meets these expectations. We found training methods that include colleges, universities, and online higher education, as well as developmental programs such as onboarding, Teacher Induction Program (TIP), peer assistance review (PAR), and the Demonstration Teacher Program.
Understanding one’s strengths and weaknesses is essential to becoming and being a good leader. “Purposeful leaders understand who they are” (Mayfield, 2013). The author of this paper has had previous opportunities to lead, and will reflect on her experiences using the assigned inventory. She will evaluate her skill set and discuss ways she can be an advocate for change with the hospital and community in which she is employed. Lastly, she will identify one personal goal for her leadership growth and explore different avenues for obtaining that goal.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Traits of a courageous leader is one that can face difficult tasks, hold all equally to a high standard, give and take criticism, ask for input when making important decisions, and most importantly the ability to steer change (Hoft, 2015). One thing that Mr. Jones had the courage to change at the facility is the collaboration process. In the past the admissions department consisted of two people with a marketing background; under the leadership of Mr. Jones the admission department now consists of marketing and nursing to better expedite the admission process. Another change was hiring a weekend supervisor because he felt a manager on call for weekends wasn’t sufficient enough for the patients or the facility.
Each population requires empowerment. That begins by offering opportunities for leaders to demonstrate their potential. First steps like creating shared documents, developing training materials, providing training to other providers, taking on supervisory responsibilities, and designing and participating in program evaluations open opportunities. Focusing and identifying the strengths in individuals and matching their talent to opportunities boosts confidence and builds leadership capacity in team members. Nurturing staff members as they take on leadership activities gives me the opportunity to mentor and coach. In doing so, I am growing as a leader, and so is the staff member. My role demands that I provide knowledge and skills when needed to fill any gaps that exist among developing leaders. At all levels of leadership, individualized and relevant training builds confidence. When training is dynamic, it requires continual monitoring to adjust to current needs. My leadership position gives me the opportunity to offer feedback and support to senior administrators during change initiatives so that they can tailor their leadership work in a way that supports the initiative, as well as the development of the leaders in their
Strategic planning consist of four steps starting from defining the company’s mission. When talking about a mission were talking about a certain phrase or slogan for say, that is intended to draw attention to customers and make them want to be even more loyal to the company. For example Walmart says, “Save money. Live Better”. Therefore, Walmart’s mission would be to let people know that they have low prices all day every day, insinuating that their products are affordable for everyone. This is a good mission because it gets the majority of the people in this world to want to go out and save money on their everyday necessities and even luxuries. The second step would be to set certain objectives and goals for the company as well. For example, CVS did use “Health is everything” as their mission and this didn’t just set out for a name it became a goal as well. Sooner or later you must set goals on your mission to understand the level that you need to get to and reach. Another example of a goal that I believe CVS set was to start selling healthier products. In the chapter it says that CVS stopped selling tobacco and other products that
Strategy formulation is the process of establishing the firm's mission, goals, and choosing among alternative strategies or plans; it involves and implies that preparing the best approach to respond to the circumstances of a firm's environment, whether or not its conditions are known in advance; being strategic and tactical, then, means being clear about the management's aims; being aware of the company's resources, and incorporating both into being consciously responsive to a dynamic environment (SM, 2010). As nearly all businesses have limited resources, top leaders and management must determine which alternative plans or strategies will do well to the organization most; strategic management requires attention to the big picture and the motivation to adapt to circumstances, and consists of the following aspects:
That reminded me from the case study the director how to plays round of the company to succeed this Colombian Memorial Hospital. External control view of leadership, situations in which external forces where the leader has limited influence determine the organization 's success. Strategy, the ideas, decisions, and actions that enable a firm to succeed. competitive advantage firm 's resources and capabilities that enable it to overcome the competitive forces in its industries. Operational effectiveness, Performing similar activities better than rivals. Intend strategy, strategy in which organizational decisions are determined only by analysis. Realize strategy, strategy in which organizational decisions are determined by both analysis and unforeseen environmental developments, unanticipated resource limitations, and changes from managerial preferences. Strategy analysis studies of firms ' external and internal environments, and there with organizational vision and goals. Strategy formulation, decisions made by firms regarding investments, commitments, and other aspects of operations that create and sustain competitive advantage.
Strategic planning is an organizational process in which it looks towards developing and sustaining success or balance in its ever changing environment.
Strategic Planning is looking at where you are now, knowing where you want to be in the future and planning the steps to get you there.
Oppenheim (2006) defines Strategic Planning as the methodical process by which an organization anticipates and plans for its future by undertaking an examination of the organization and its environment by those who have a stake in its future success.