I. Recommendation Dr. Linden Frelick, CEO of Victoria Hospital, had to make extreme changes to the hospital in order for it to stay afloat. In order to have full efficiency, the hospital had to recognize they could not be a conventional hospital anymore. Having only eighteen months to increase their efficiency before the government cut in, the hospital had to make changes to decrease costs, utilize the potential of all employees’, and improve patient care. According to the article, Victoria Hospital Redesign Initiative, Dr. Frelick’s plan, “…required a far-reaching reorganization of the hospital’s services: to replace the traditional hierarchal structure of function-specific groups or “silos” with a flat structure of streamlined interdisciplinary …show more content…
However, no one can agree on which plan to use. According to Cases in Organizational Behavior, “The president and chief executive of the hospital is anticipating resistance to his newly formed vision for the hospital. The exact source and reasons for the resistance are not totally clear to him.” The challenges the hospital is facing are quite drastic. The Ministry of Health is cutting the amount of money they are giving to the hospital. The government is setting specific policies to decrease the amount of time patients are staying in the hospital. Operational costs are increasing because of inflation. Most of the weakness was in the clinical units because professionals were working separately instead of as a team. There was no communication between the employees, tasks were being repeated, and the overall assignment was unclear to …show more content…
The hospital would see a fast and effective change which helps with efficiency. Weakness: a. The method is a short term solution. b. The strategy is extremely ruthless which could affect the relationship Dr. Frelick has with the employees. c. Employees might want to quit which means the hospital will eventually go out of business. Alternative 2: Dr. Frelick should bring the hospital structure in line with patient care, redesign the “system of production” so work processes are in line, and develop strategies to support his vision. Strength: a. The business strategy will realign the organization by using interdisciplinary care teams. b. It will “…build strong linkages and partnerships with other providers of services and supplies…” c. The plan will increase technology and help with patient outcomes and needs. d. It creates opportunities for revenue generation to be planned by careful thought. Weakness: a. The plan might not meet the economic challenge the hospital is facing. b. The approach might “…take too long to deliver the required cost savings.”
VI.
Quint Studer’s Hardwiring Excellence: Purpose, Worthwhile Work, and Making a Difference is a Business Week National Bestseller and is highly regarded by healthcare professionals across the country. The following document describes Studer’s key points, including the Five Pillars and Nine Principles that motivate and direct transformation in an organization. It also provides a critique of Studer’s text and analyzes appropriate applications for summer residency positions.
SGH has been plagued with patient quality issues, therefore SGH finds itself in a situation which is inherently antithetical to the mission of the hospital. The costs of healthcare continue to rise at an alarming rate, and hospital boards are experiencing increased scrutiny in their ability, and role, in ensuring patient quality (Millar, Freeman, & Mannion, 2015). Many internal actors are involved in patient quality, from the physicians, nurses, pharmacists and IT administrators, creating a complex internal system. When IT projects, such as the CPOE initiative fail, the project team members, and the organization as a whole, may experience negative emotions that impede the ability to learn from the experience (Shepherd, Patzelt, & Wolfe, 2011). The SGH executive management team must refocus the organization on the primary goal of patient
The government controls and regulates healthcare somewhat because healthcare organizations are in a position to take advantage of the elderly and sick so there are regulations that protects them. It seems as though healthcare facilities are being paid less for their services today. Some critical measures for the survival of a healthcare organization are to optimize performance and quality. Finding system-wide efficiencies and cost reduction healthcare will help. In order to get better and keep high quality and performance while still raising reimbursements, it is necessary and important to involve doctors with the ideas and plans for any management strategies.
This case examines the multiple duties that the President and CEO of Midvale Community Hospital, Terry Blaze, participated in throughout the day to ensure that the hospital is running effectively. Throughout the day, Blaze attends numerous meetings, which are directed towards improvements, changes, or concerns that will overall affect the hospital. During several of them, he is required to make final decisions however, he often directs other personnel to make that final judgment call. It was evident that Blaze wore many hats as the President and CEO of the hospital, which made it evident that his time was stretched thin. This could result in tasks going unfinished or completed incorrectly. Some mistakes that may be made may have a major negative impact on the hospital therefore it is pertinent for Blaze to ensure that he is using his time wisely.
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
They need to bring together all the middle to upper level managers who have knowledge on cost cutting and technology implementation and are distributed through several regions over the country and train them to improve their skills. The organization needs its upper level managers to be trained on interaction skills, they need to improve skills how to interact with other hospitals to impact the market strategies. Presidents of the hospitals need to be trained on KSA and implementing the new strategies. Presidents and managers at every level need to be trained in the implementation of the HRPS.
Hino, R. (2013, September 25). Hospital Strategic Plans Must Go Beyond the Status Quo. Retrieved from http://www.hospitalimpact.org/index.php/2013/09/25/p4358
The other problems are the modalities that the hospital should employ so as to resolve the issue. While experts are in agreement over the need to find a lasting solution to the problem, they are, however, far from getting a standard stand on how to approach the matter. The implication is that even if the management is to find a ground, it is likely to be a partially binding since some people will oppose it while others will support it. That is a variable that serves to complicate an already complicated
The ability of a unit to survive is largely dependent upon the hospitals internal financial budgetary performance and the external needs within the community. Developing a financial budget is a process that should use teamwork to plan and implement in order to be effective. The budget sets perimeters for administrators to follow throughout the year, allowing the director to report variances while providing guidance to maintain a minimum variance and adjust when possible (Finkler & McHugh, 2008). By using all department managers in the planning process of the new budget, the nurse executive is able to develop effective strategies for all departments while investing in the goals. This eliminates many problems associated with budget and identifies areas that need improvement or expansion. Because of the competition, declining margins, and other economic pressures, nurse executives need to take steps to control costs and increase revenues for this unit. The overall goal of the financial performance within the organization is to meet the total budgetary needs of the unit to produce favorable outcomes. My focus will be to propose the expansion of a new Joint Replacement Unit (JRU) within the hospital, while identifying the major operating components of the budget for this organization. The importance of reviewing the budget for a newly developed unit is to allow the nurse executive and administrative team to manage the existing organizational programs within in the facility, plan for goal accomplishments for the new unit, while controlling costs.
Planning and leading the change: Vision leads to change. Unless there is adequate planning with clear delegation of task, change fails. According to Kotter’s 8-step change model, the leader needs to be aware and define the urgency of the change project and disseminate the urgency to recruit a team that is convenience of the need for the change. The vision of the change project needs to be clear to be understood making effective communication imperative. In any leadership there is always some kind of obstacle that is faced, there will be someone that will try to resist the change; it is the duty of the leader to find ways to check for barriers and remove the obstacle by empowering the team. It is always beneficial to have a short-term vision where the company can see the progress of the change as team build on to the long-term vision. And finally, it is imperative that the change in noticed by others in the day-to-day activity. A leader that plans in leading change will be successful if these steps are followed especially in a hospital setting where there is diverse group of people working towards a common
Communication is one of the main issues. The information is not being communicated to the patient, the secondary nurse and the doctor, which in turn creates confusion, anxiety and waste of time. Prioritizing and organizational skills is also lacking as I did not focus on the unstable systems
Managers who create a team atmosphere will reap the benefits of a willing and satisfied staff to step up to help in any way possible to continue it. Many times staff has signed up for extra workdays or had changed their scheduling to accommodate the changing of surgeries and influx of new patients. This has kept both floors of our unit open during periods of low census and has prevented the downsizing of our staff. Secondly, the trending downward usage of two operating rooms located on our unit posed the challenge of integrating pre and post operating nurses into the continuity and flow of regular floor nursing shifts. Management and those affected nurses collaborated and adjusted their work schedules, which not only benefitted them but also their coworkers. This change also decreased the need for most of changing their shifts or picking up extra days. Our leader is always present, involved in the day-to-day activities, and stands by and supports her staff when accusations of incomplete nursing care are brought forth. A doctor complained that staff was not walking post surgical patients and demanded that this be changed. She e-mailed all staff as a reminder of the importance of this, but already knew that staff understood and were diligent in this care activity. These are a few
Executive positions in the C-Suite include the typical CEO, CFO, CNO, COO, CMO, and President of the Medical Group, but now have extended to Vice President of Optimization, Vice President of Population Health, Chief Experience Officer, Chief Compliance Officer, Chief Legal Officer, and Chief Administrative Officer. Historically CRMC has had only six to eight executive positions, but has created positions in response to the changing healthcare environment and divisionalized current positions. Advocates of this structure argue that there is no need to create executive level positions when the hospital has been tasked by the governing board to cut $17 million from the budget. Still, research as shown that there is a need to think “outside the box” with executive positions with hospitals shifting from a volume to a value-based
Educational Tour to Royal Darwin Hospital Educational tour is the pragmatic way to pertain the reality of field experiencing in such way that we learn things in academics. We (first year students of Charles Darwin University studying the Bachelor of Medical Laboratory Science) visited Royal Darwin Hospital pathology laboratory on 23rd of March, 2015. The experience of visiting pathology laboratory of Royal Darwin Hospital was quite fantastic and interesting as well. It was the great opportunity by CDU given to us for the tour of real field near future job which made me feel lucky. Royal Darwin Hospital pathology laboratory is the biggest pathology laboratory of Northern Territory, Australia located in Tiwi, Northern Territory.
...ntinually evolve, a certain degree of freedom must be felt by its members, bureaucracy represents and organization from which chaos has completely been eliminated. Nurse Executives, therefore, will need to encourage staff to challenge existing practice. Given the current environment, creative conflict will need to be supported in order for our continued growth.” (McGuire, 1999, p. 9) I believe that Capital Health is on a path for success. They have modernized there organization chart causing a more decentralized environment. This new atmosphere fosters empowerment of its nursing staff. This sense of ownership over their practice provides growth not only for individual nurse, but the entire profession. This positive proactive change of the organizational structure will allow the hospital to experience continued growth and development that is propelled from within.