I have chosen a Malcolm Baldrige National Quality Award (MBNQA) recipient named Memorial Hermann Sugar Land Hospital (MHSL) formally known as Fort Bend Hospital before it was acquired by Memorial Hermann Health System (MHHS) in 1999, my objective will be to describe and analyze the history and structure of the organization, discussing MHSL management and organizational structure, leadership, their use of innovative technology, quality initiatives, market share and market strategies, any ethical or legal considerations, strategic planning for Memorial Hermann Sugar Land Hospital (MHSL) a not for profit community hospital which is a 149 bed , in one of the fastest expanding and most diverse counties in the United States located in Fort Bend County, …show more content…
Sugar Land Texas. Malcolm Baldrige National Quality Award (MBNQA), named after the late Secretary of Commerce Malcolm Baldrige was established by the US Congress in 1987 to recognize awareness of quality management and recognize US companies or US organizations that demonstrate quality and performance excellence that have successfully implemented quality management systems in six categories which may receive three awards, such as in healthcare, education, manufacturing, service, small business, and nonprofit ("Malcolm Baldrige National Quality Award (MBNQA)", 2018). Due to the risk that MHHS took by acquiring Fort Bend Hospital was a risk that paid off with the investments in human capital, new equipment, and improved processes caused them to be nationally recognized as a community hospital for “Patient Safety”, patient experience and quality care. This recognition began continuous improvement and by 2006 it had become a five-story facility and renamed MHSL Hospital and would become the epicenter for economic development and future growth in that area, by creating Business Units (BU). MHHS and its 14 hospitals provide car services to the community which help the patient get care much like transferring from one hospital to another, so patients can quickly access the highest level of care throughout MHHS’s care network and MHSL is one of these sorts of BUs. MHHS as an integral health system with innovation , technology, patient –centered care comprised of the 14 hospitals that include 10 acute care hospitals, 1 children’s hospital, 1 orthopedic hospital, 2 rehabilitation hospitals which also include 3 heart and vascular centers, neuroscience institute, 4 sports centers, cancer centers, 5 convenient centers, 3 urgent care centers, imaging, surgery sports medicine and rehabilitation centers , outpatient laboratories, chemical dependency treatment center, home health agency, and a retirement community and nursing home, along with a network of private providers within the area, all patient safety centered (Malcolm Baldrige National Quality Award (MBNQA, 2018). The mission of MHSL which is the same for MHHS is “a not-for-profit, community-owned, health system with spiritual values, dedicated to providing high-quality health services in order to improve the health of the people of Southeast Texas”.
Their vision is to be preeminent community hospital in the nation. Their values are, the main or core value of “Safety” and seven cultural values; “Accountability, Compassion, Collaboration, Empowerment, Innovation, results-oriented and One Memorial Hermann” (Malcolm Baldrige National Quality Award (MBNQA), 2018). Having a non-union workforce such as that of MHSL’s to reflect the community that it serves in Fort Bend and mimics culturally and by ethnic diversity to help “Family Caring for Family” (FCF) approach to promote an improvement of patient needs, MHSL has done their best to create a warm family-like environment while they are not employed by the organization they contribute to optimizing patient care with “Patient Safety” playing the key role. The workforce participates in their shared governance council structure which included partners in caring, safety coaches, experience ambassadors, nursing practice council and medical executive committee. With the increasing cases of workplace injuries, lead MHHS to focus of safety and injury prevention that of the employee and patient alike maintaining a healthy lifestyle which is included in the comprehensive health coverage to include but not limited to colonoscopy, mammograms for …show more content…
example. Special amenities were also implemented to the care of the patient such as healthy eating, menu planning, warm greeting, personal escorts and lay Chaplin services for a patient who might have a need due to loneliness and anxiety. The medical executive committee of MHSL is comprised of and assures quality and patient safety of a medical staff department chairs, special medical appointee, a hospital executive team rep, and a community lay voting member which is the barrier-breaking innovation that was unheard of in the US medical staff governance principles (MBNQA, 2018). Leadership is comprised of two approaches policies and procedures and personal behaviors which have demonstrated and promoted a commitment to an environment for ethical and legal behavior. In order for leadership to pass these on to the workforce guidelines were set for compliance are the policy and procedures that include standards of behavior, a conflict of interest disclosure form the design and execution of services, even an anonymous hotline was set in place called Variance Reporting System to report infractions and are monitored by the clinical ethics committee on patient care issues, organization audits, and annual mandatory education and training on such topics like HIPAA always having patient safety in mind. These reporting’s are reviewed quarterly, annually, and when needed to maintain accountability and ensure that the organization behaves in a manner which is legal and ethical. The executive team ensures the welfare of all people that of the workforce and patients alike by listening to and acting upon drivers of engagement, creating focus around patient centric strategic initiative and developing and aligning systems and support that accomplishment of work and exceed the expectations of the workforce, motivating the staff to achieve high performance, providing education and training , the use of accountability to recognize performance, provide a place where the workforce can share and act on ideas, communicate in an open forum and have that since like acting as a family that concentrates on the patients experience designing systems and processes around customer needs (MBNQA, 2018). When it comes to the technology that MHHS uses, the organization allows the workforce to participate in the selection and pilot testing of the system to ensure the effectiveness and user-friendliness. In order to maintain technologically up to date, the organization maintains a five-year rotation for change in equipment and hardware that have reached their 5-year limit. The EMR) electronic medical record) HIPAA complaint provides automatic tracking, daily reports, alerts associated with clinical measures in real time to enable rapid intervention to improve patient care as well as enabling good catches system by training appropriate staff to enter variances to maintain that safety culture (MBNQA, 2018). MHHS has established a comprehensive benefits to their workforce with full health benefits to include but not limited to obtaining learning and developing offering, tuition reimbursement, development offerings and work-life balance initiatives through employee assistance programs and employee assistance fund for those that have experienced a crisis and catastrophe , the organization has also started offering a “Life in Balance Program” that motivates and encourages their employees to change their health.
The workforce in collaboration with the executive team foster a high performance and align with their cycle of engagement which is comprised of setting clear objectives and goals, engaging the workforce to those goals, align the workforce to achieve those goal, transparent review of performance and open communication , listening continuously to the workforce, empower a setting to perform, improve and innovate, committing the workforce to grow and develop, frequent performance evaluations, recognizing , rewarding excellence and ensure that their performance aligns with the strategies of the organization. These evaluations are done yearly allow the workforce to incorporate themselves that wish to into high leadership positions and advance as their personal goal align with the organization's goal, thereby promoting growth within the organization and increasing and maintaining retention of the current workforce (MBNQA, 2018). Thereby incorporating the “CQI philosophy of meeting
and exceeding the needs and expectations of those the organization serves” (Darr,2014). MHHS is in a highly competitive market that includes 4 other full-service acute care centers hospitals within an 8-mile radius also 4 urgent care centers, but their strong growth strategies in quality care, positive service experiences which have increased their market share in FY14. The belief that the engaged workforce delivering “Family Caring for Family” and “Patient Safety”, quality approach, great experience and innovating continuously will lead to growth along with MHHS role in leadership in serving those who are in need in the community which is a fundamental part of their mission and their non-profit status and exceeds growth projections while maintaining a workforce and patient’s engagement, gaining financial stability and quality outcomes. Their ethics management of key processes at 100% and making ethics an organizational priority and is their focus in creating and training by the use of audits, hotline calls, which has demonstrated transparency and thereby has the lowest number of ethical complaints in MHHS (MBNQA, 2018). By placing an emphasis on “Patient Safety” and “Family Caring for Family” MHHS has also demonstrated to the community that it serves and has shown commitment by the incorporation into their mission and vision various qualities to include but are not limited to such as respect for persons, justice, nonmaleficence and beneficence which shows their continued responsibility to patients, community and the organization, which makes them stand apart from all organizations and allows for growth as well (Darr,2014).
In this case, the reader learns that liquidity is a better than average. The ratio and cash on hand have been better than 2013 from the past years. Moreover, it shows that the hospital has a higher ability to meet its cash obligation because it has more security compared to other hospitals. Funding allows hospitals to control funds and limit investments. Not-for-profit organizations help provide more services and margin of safety. Therefore, creditors look for a margin of safety so that the community that financed a small portion of total financing can be returned to the owners by leveraging. Capitalization ratio measures the funds that were borrowed and the assets that have been used. The coverage ratio measures the number that time they fixed financial charges. The time's interest earned ratio shows the ability of the hospital to meet
General Practices Affiliates is considering an offer from Titus Lake Hospital to join under a provider leasing model. Under a provider leasing model, Titus Lake Hospital is purchasing General Practices Affiliates’ services. The practice will retain control of personnel, management, and practice policies. Titus Lake Hospital submitted financial reports to assure transparency during the lease agreement process. The following analysis will discuss whether Titus Lake hospital is a viable financial partner for General Practice Affiliates, possible implications of the lease, and recommendations.
Memorial Medical Center was situated “three feet below sea level, which is on one of the low points in the bowl in New Orleans (Fink, Sheri, 2009).” This hospital served as a “shelter whenever hurricanes threatened: employees would bring their families and pets, as well as coolers packed with food (Fink, Sheri, 2009).” Having 2,000 people taking shelter in this hospital on top of 200 patients, and over 600 workers in one place during a category 5 hurricane, ran a huge risk. This was not something that was assessed, because the author stated, “this is something that citizens who live around the hospital normally do during a crisis like this (Fink, Sheri, 2009).” I also do not think that individuals believed that Hurricane Katrina would have been as bad as it was, because this is the storm that is considered to be a “lesson learned (President George W. Bush, 2005)”.
This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Robertson Johnson University Hospital (RWJUH), which is the flagship of Robert Wood Johnson Health System, is a large non-profit hospital with 965-beds located in New Brunswick and Somerville in Central New Jersey (Robertwood Johnson University Hospital, n.d). It has been ranked among the best hospital in the nation, as well as, with several specialties, and the best place to work by other publications (Robertwood Johnson University Hospital, n.d). Their mission of improving health and well-being to its patients stands out in the communities it serves (Robertwood Johnson University Hospital, n.d).
Dr. Jey Arthur, of Sutter Memorial Hospital, is an idol when it comes to physicians within a hospital’s Emergency Room. During his shift, the entire atmosphere of the Emergency Room changes. Nurses become more interactive with their patients and the patient’s rooms are no longer filled with misery and hopelessness. From the second the patient is assigned a room, Dr. Arthur is constantly visiting keeping the patient well informed and up to date on what the physicians and nurses are doing and their progress. From my time shadowing Dr. Aurther, not a single patient had lost a smile when he left the room. Beyond the care of the patient, Dr. Arthur has established absolute order with those working in the Emergency Room. Dr. Arthur has made himself
Branding the health care facility as high technology with compassionate staff will benefit the health system in establishing relationships with the consumers and eventually loyalty (McPherson 2008). Huntsville Hospital Health System strategically branded the providers and facilities as top in the country with various modes of certification and accreditation such as Blue Distinction, Top 100 in Spine Surgery, Top 100 Best Places to Work, Advanced Technologies, and Joint Commission Accreditation. All these brandings assist our system to promote the caring, safe environment to enjoy in the wellness programs or when healthcare is necessary (Ingram
The key structural feature that allowed for change in the two hospitals, Advent and Calhoun, was the relational space “free space”. This relational space allowed reformer residents at all levels to hold the afternoon rounds in isolation of the defenders presence. In those meetings, residents freely communicated any concerns or issues they had, and collectively searched for ways to solve them. Their collective efforts also aimed at changing the “old school” norms, such as, changing “residents live in the hospital” to “have a life”, patient care is an individual responsibility to it is a team responsibility, and learning by doing by working longer hours to learning by doing, but over longer period of time. Reformer residents also worked on changing
The last leadership pitfall is when leaders overwork their employees (Comaford, 2014). Many employers believe that short periods of having their employees work harder and longer will pay off with short term gains and makeup for previous slower productivity (Stillman, 2014). However, there is a recent study called the Towers Watson 2012 Global Workforce study and it explains that making employees work harder does not end with businesses thriving and not even when its temporary (Stillman, 2014). The Towers Watson 2012 global workforce study “concludes that the traditional definition of engagement – the willingness to invest discretionary effort on the job- is no longer sufficient to fuel top performance in a world of relentlessly increasing demand, the problem is that “willing” doesn’t guarantee “able” (Stillman, 2014, papa. 4) The study also finds that the businesses that overwork their employees will have productivity problems and employees will eventually quit their jobs. Another, the Towers Watson study says that the Sustainable engagement is more important because it will allow the work surroundings to activate employees by helping their personal, emotional, and communal happiness (Stillman,
It is right of a patient to be safe at health care organization. Patient comes to the hospital for the treatment not to get another disease. Patient safety is the most important issue for health care organizations. Patient safety events cost of thousands of deaths and millions of dollars an-nually. Even though the awareness of patient safety is spreading worldwide but still we have to accomplish many things to achieve safe environment for patients in the hospitals. Proper admin-istrative changes are required to keep health care organization safe. We need organizational changes, effective leadership, strong health care policies and effective health care laws to make patients safer.
The purpose of this paper is to examine the Heritage Valley Medical Center case study. The paper will start off with a brief background of Heritage Valley, along with a summary of the major problems and issues faced there. Next, the author will explain the role that was chosen while addressing the challenges of Heritage Valley and their reasoning in doing so. The author will then identify the strengths and weaknesses of Heritage Valley and offer to select the best alternative and recommended solutions, which will be followed by a brief description of the evaluation plan that could be used to measure the effectiveness of the recommended solution.
The strategies companies use to engage their workers depends not only on their business strategies, but also on the size and complexity of its workforce. There are approaches that are worth pointing out. Though there were significant differences in company size, industry, circumstances, and range of solutions, all shared a common approach:
World’s leading high engagement organizations hire for leadership potential as expressed in individual values that align with core organizational values. Finding employees who will fit into the company’s culture is more important than hiring based on work role competency.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well