Beth Israel Case Study Clifford

After evaluating the Beth Israel case study, Clifford did a good thing for both the medical staff and the patients (Bolman & Deal, 2013). The process of changing to web-centered versus the top-down hierarchy was beneficial to the staff in that it provided the best outcome for the patient (Korner et al., 2016). This style allowed for interdependent collaborations with open communication and decision making that was shared (Korner et al., 2016). Employees are more satisfied with their positions when they have some say in what is occurring in the workplace. Because each employee became equals in the task of caring for the patient, their vast knowledge and skills had to be interjected. This produced differentiation among the staff. Differentiation occurred in this case study because more opportunity for responsibility and decision making were placed upon each employee. The concept of functional diversity allowed for teamwork within the hospital which promoted more satisfied employees (Korner et al., 2016). Highly satisfied employees have less turnover, are better motivated to do their best, and have less conflict with co-workers and patients. Each person now had the opportunity to serve the patients by doing a variety of tasks instead of only one. As a person who has had several hospital stays, it is comforting to know that everyone proving

Having others capable of making decisions reduced the workload from several people as a whole. The case study discussed how many individuals were involved in just getting the patient aspirin and how many times the same conversation had to go from the bottom to the top and back down again. Because everyone knows the care plan for the patient, other staff members are able to provide services which will allow the top person to handle other more important tasks. Also, this provides a quicker response to the needs of the