...Small acute care hospital CEO received call from night supervisor. The four-bed intensive care unit (ICU) was full and the supervisor asked the CEO if one of the ICU patient could be transferred elsewhere to receive car accidents victim from Emergency Department (ER). One of the ER patient’s injuries was so severe that she had to get into the ICU in less than two hours because only the ICU had the necessary technology to keep this patient alive. Since there are no funds to add ICU beds, what steps should the CEO of this hospital take to plan for the worst case for a full ICU bed scenario? (Longest, & Darr, 2008) 2. Statement of the questions: 1) Steps CEO should take in the planning process Systems and processes are critical in decision making process for the worst case for a full ICU bed scenario (Hick, Barbera, & Keken, 2009) . First of all, CEO should have a meeting with all managers to discuss the issues and develop strategic plan to solve this problem. Planning the worst case for a full ICU bed scenario is affected by many variables. There are four key interdependent factors that contribute to an effective full-bed response: system, space, staff, and supplies (Hick, Barbera, & Keken, 2009). Moreover, managers should consider the underlying system components during their planning process such as command, control, communication, coordination, continuity of operations, and community infrastructure (Hick, Barbera, & Keken, 2009). Secondly, the CEO should formalize final...
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...Memo District Hospital A Lesson in Governance Executive Summary Barclay Memorial Hospital (BMH) has been an important asset to their community. The hospital has been around for over 50 years and has been known to provide excellent patient care. There have been many changes that have taken place within the hospital’s organization over the past years. BMH has faced a merger with a physician group that ended negatively. Barclay Memorial Hospital did recover from this and since has went back to being a public tax district hospital, now BMH is facing many new challenges internally and externally. BMH is not reaching is full patient census. There are many departments within the hospital that need to be reevaluated since they have the potential to bring in additional profit. Many of the current physicians are against listening to changes within their departments and are threatening to leave the organization. Financial projections show the hospital will soon be losing $2 million a month. The current CEO has left this organization. Many employees are in fear of the hospital becoming a for-profit hospital. This will change the culture of the organization. Employees also fear this will lead to layoffs, benefits cuts, and frozen salaries. Communication amongst board members is poorly managed. They are in fear of many physicians. There is a lack of leadership and teamwork. Many members of the board and physicians have lost the best interest of the hospital. They are not focusing on the...
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...Conflict at General Hospital: Failure to keep up with the changing medical environment is the major conflict at General Hospital. In the 1980’s, their patient beds were 90% occupied, however, lately the rate has dropped to approximately 65%. The drop off is due to a nearby newly renovated facility that has installed state of the art equipment. The hospital’s CEO, Mike Hammer, clearly understands that a change is needed for the future of the hospital. In the past, he has tried to focus on cost control however; he was repeatedly blocked by the Director of Medicine, Dr. Mark Williams. Dr. Williams believes that all of the spending stemmed from “the practice of good medicine”. (Hellriegel & Slocum, 2011; Hellriegel & Slocum, 2011) Unfortunately, the hospital’s Board of Trustees sided with Dr. Williams and his concerns about impeding the physicians’ ability to practice medicine with the CEO’s cost saving restraints. Hammer then hires a Chief Operating Officer, Marge Harding, who is instructed to keep communication minimal and use her authority to place contracts and fire any at-will employee that she deems necessary in order to save money and keep the hospital open. The COO decides to implement a new electronic EKG interpretation service, which would give the doctor’s a faster and cheaper response than the current system and, in Harding’s opinion, would save the hospital $100,000 a year. Under her own authority, Harding signs a one year contract for the EKG service. ...
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...anti-kickback concerns Are there resources available to undertake project Problem Statement Measurable goals and objectives Resources Budget Project Timeline Communication Key Stakeholders Strategies for implementing change with in organization Strategies for monitoring project Risks or challenges that anticipate how to overcome risks Measures used to evaluate project success What does success look like? Methods used to conduct evaluation of project Timeline for evaluating project Ensure project’s continued success Part 1 Topic Research & Selection As researching to find new healthcare trends for the past few years have provided some interesting topics. After doing this research it was discovered that the area hospital in Kingman, Arizona had just implemented a new feature. That new feature is the Patient portal. This will help patients to schedule appointments, refill medication, view lab results and to communicate with their physicians. Part 2 Literature review One question is being asked is, “Are patient portals secure, are there security issues within these portals?” Another one is how the patient portals are changing healthcare, the list goes on and on. But they are full of information for...
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...for-profit medical center and with the losses encountered by the previous CEO of the organization, it is likely that the organization will be maintaining their high costs in order to make up losses. The new CEO, Richard Reynolds has led the medical center in a new direction in attempt to regain their lost fortune. The new ideas that Reynolds brings with him make way for a new mission statement (Harrison, 2010). I believe that Coastal Medical Center should have a mission statement that encompasses the new direction the organization has taken with the employment of new management. The mission statement should be sentimental towards the quality of patient care and satisfaction. It should entail that the hospital cares for their patients and staff, and give a sense of comfort. The mission statement should go as follows: “Here at Coastal Medical Center (CMC), our mission is to offer the best quality care and services keeping you at ease. We challenge ourselves to strive further and improve our quality of care and aim to provide the best services to everyone. Health is above wealth and we strive to accommodate anyone facing challenges”(Harrison, 2010). In order to adequately support this mission statement, the hospital needs to make improvements. First the costs should go down so that patient turnover rises and consequently, the hospital will increase in profits. Furthermore, the board and the CEO should establish a clear form of interaction so that no misunderstandings...
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...in. The external factors included the fact that the landscape within which hospitals were operating changed due to mergers within the industry which was thought to give the merged firms greater advantage in terms of bargaining power etc. Due to these industry mergers, BI felt that they should also merge and the fact that they did so quickly with a hospital with a widely varying culture played a significant part in the issues at hand. It was not only the fact that these hospitals merged that caused a problem but the fact that they tried to achieve clinical integration between the different cultures which had a negative impact on the performance of the business. The second contributing external factor is the change from a cost plus to a more competitive managed care financial system, which was further compounded by the fact that each hospital before the merger was having its own financial issues. The third external factor was the changing national health care system which meant that hospital reimbursements were no longer as generous and the main player in the space – Medicare- started to face restrictions. These reductions in Medicare payments also coincided with cost pressures from other insurers, which led to Management signing under-cost contracts with local insurance companies. Internal factors that led to these problems included the fact that there were many resignations from the Deaconess hospital due to the fact that after the merger many key positions were held by BI...
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...financial performance in Middlefield | | Health Service Systems Professor: Julie DennisDeVry/Keller University Online | 2/8/2015 | | As CEO of Middlefield Hospital for 2 ½ years now, I analyzed, observe and came up with a plan of execution to finally rectify the current workforce challenges that not only burden but also tormented the hospital when I first arrived. Recently meeting with the chief of financial officer (CFO), documentation was presented, regarding the hospitals financial performance and how it’s worsen for the past 6 months. Because of the financial performance is not meeting the hospitals standards the (CFO) as well as myself are concerned regarding the future of not only the hospital but also the committed employees it has. Another important matter that was also presented during the meeting, the new hospital across town and cutting into our market share by admitting more patients, causing the uninsured patients to seek Middlefield hospital healthcare. Middlefield Hospital is not the first to face such hardship, as CEO it is my responsibility to implement a game of execution to better serve patient care as well as safety, help correct medical errors if needed, but most importantly help to motivate all staff members and a good way to do that is changing up the operational strategy and when it comes to hospital culture nothing is of importance as the patients as well as employees who have work tears and sweet to aim for patient excellent care (Herman 2013)...
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...Introduction Columbia Memorial Hospital is a 300-bed acute care hospital that employs 160 staff physicians. Columbia is one of 75 hospitals owned and operated by Health Services of America, a for-profit, publicly owned company. In addition to inpatient and outpatient services, Columbia operates an emergency department within the hospital and a stand-alone walk-in (urgent care) clinic two miles from the hospital and near a major shopping mall. Due to its superior facilities, outstanding staff and reputation for quality, individualized patient care, Columbia has remained highly profitable despite the presence of two other acute care hospitals serving the same population. 1,200 of the 8,000 walk-in clinics in the United States are affiliated with hospitals. These clinics enable patients to be examined and treated by urgent care physicians on evenings, weekends and without an appointment. Additionally, patient costs, which average between $60.00 and $200.00 per visit, and copayments associated with walk-in clinics are considerably less than costs associated with emergency room visits. Ten years ago, there were five walk-in clinics throughout the city. Now, only three clinics remain and none appear to generate significant profit. While the Columbia clinic has the capacity to see up to 85 patients per day, an average of only 45 patients are actually seen each day. II. Statement of the Relevant Issue Columbia’s Chief Executive Officer (CEO) Mike Reynolds has concerns...
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...Access Blocking at Ghent University Hospital Case study Reference no 609-007-1 This case was written by Professor Dr Paul Gemmel and Lieven De Raedt, Vlerick Leuven Gent Management School. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was made possible by the co-operation of an organisation that wishes to remain anonymous. © 2009, Vlerick Leuven Gent Management School. No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner. ecch the case for learning Distributed by ecch, UK and USA www.ecch.com All rights reserved Printed in UK and USA North America t +1 781 239 5884 f +1 781 239 5885 e ecchusa@ecch.com Rest of the world t +44 (0)1234 750903 f +44 (0)1234 751125 e ecch@ecch.com 609-007-1 CASE STUDY VLGMS-0903-C Access blocking at Ghent University Hospital Prof. dr. Paul Gemmel and Lieven De Raedt One sunny morning at the end of September 2006, Dr. Paul De Meester, professor of healthcare management at Ghent University, was invited for a meeting with the CEO and the Chief of Medicine of Ghent University Hospital. Professor Van Dijk, the CEO, and Professor De Clercq, the Chief of Medicine, were concerned about conflicts between the hospital’s emergency department (ED) and some of the internal nursing...
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...Introduction Columbia Memorial Hospital is an acute care hospital with 300 beds and 160 staff physicians, and is one of 75 hospitals owned and operated by Health Services of America, a for profit, publicly owned company. In addition, Columbia Memorial operates an emergency room and stand-alone walk-in clinics. Currently, 8,000 of these walk-in clinics exist around the country. Because of Columbia’s profitability, the other three hospitals in the area opened walk-in clinics as well, thereby increasing Columbia Memorial’s competition. Due to the increased competition, there are only three clinics left in the city, down from the original five. The profitability of Columbia Memorial’s walk-in clinic is also in question as it is operating at only half of its capacity. In order to help the clinic become profitable once again, the marketing director, Rose Daniels, has presented a plan to implement a new campaign to the public to encourage use of the walk-in clinic. This proposed marketing plan would focus on occupational health services (OHS). “OHS would provide care to local businesses including physical examinations for managers and employees; treatment of illnesses that occur during working hours; and treatment of work-related injuries” (Gapenski, 51). Not only will the plan raise capacity in the clinic, but it will also lead to better overall health outcomes and prevent possible closure of the clinic threatened by the lack of profit generation. Columbia Memorial Hospital’s...
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...Mayo Clinic Addie Long Columbia Southern University Mayo Clinic The magical Mayo Clinic has what every hospital is looking for; exceptional patient care, top of the industry research, and an impeccable budget. Mayo Clinic is considered a leader in cancer, heart disease, respiratory disorders, and urology in research as well as patient care. It is a rarity that a hospital is ranked at the top of the U.S. ratings in so many specialties. According to Kotler and Keller, “The clinic’s two interrelated core values trace back to its founders and are at the heart of the all the organization does: placing the patient’s interests above all others and practicing teamwork” (2012). Mayo Clinic is so good at customer service because the doctors and staff are all working towards a common goal, the ultimate best care for the patients, instead of worrying about their counter parts making more money and gaining more fame. One of the biggest differences between Mayo Clinic and other hospitals, private and not-for-profit, is that the patients state the “feeling” of accommodation and caring is felt the minute the patient begins speaking with anyone that is employed by the Clinic from volunteers, housekeeping, to the highest ranked physicians. The Mayo Clinic concentrates on teamwork between their doctors. All the doctors at the Mayo Clinic are salaried employees instead of getting paid for how many patients they treat, or how many exam referrals they create. This concept makes patient...
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...Discuss the conflict that is occurring at General Hospital. Conflict is a process in which one party (person or group) perceives that its interests are being opposed or negatively affected by another party (Hellriegel/Slocum, 2011). There are four primary levels of conflict: intrapersonal, interpersonal, intragroup, and intergroup (Hellriegel/Slocum, 2011). Intrapersonal conflict occurs within an individual and usually involves some form of goal, cognitive, or affective conflict (Hellriegel/Slocum, 2011). General Hospitals’ CEO Mike Hammer experiences intrapersonal approach-avoidance type conflict since he is trying to devise a master plan to cut costs, increase revenues, expand current services, and add new services. Interpersonal conflict occurs when two or more individuals perceive that their attitudes, behaviors or preferred goal are in opposition (Hellriegel/Slocum, 2011). Once Hammer presented his ideas to Dr. Mark Williams, Director of Medicine an intrapersonal conflict was shown since he felt that all physicians act in the practice of good medicine and forcing them to adhere would make it harder to keep and attract new physicians. Intragroup conflict refers to disputes among some or all of a group’s members, which affects a group’s dynamics and effectiveness (Hellriegel/Slocum, 2011). Although Marge Harding’s father and brother are medical doctors, she isn’t wowed by their positions, doesn’t mind challenging physicians, and views them as one dimensional. This represents...
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...3/26/09 Case 4 Better Care Clinic (Breakeven Analysis) Fairbanks Memorial Hospital, an acute care hospital with 300 beds and 160 staff physicians, is one of 75 hospitals owned and operated by Health Services of America, a for-profit, publicly owned company. Although there are two other acute care hospitals serving the same general population, Fairbanks historically has been highly profitable because of its well-appointed facilities, fine medical staff, and reputation for quality care. In addition to inpatient services, Fairbanks operates an emergency room within the hospital complex and a stand-alone walk-in clinic, the Better Care Clinic, located about two miles from the hospital. Todd Greene, Fairbanks’s chief executive officer (CEO), is concerned about Better Care Clinic’s financial performance. About ten years ago, all three area hospitals jumped onto the walk-in-clinic bandwagon, and within a short time, there were five such clinics scattered around the city. Now, only three are left, and none of them appears to be a big money maker. Todd wonders whether Fairbanks should continue to operate its clinic or close it down. The clinic is currently handling a patient load of 45 visits per day, but it has the physical capacity to handle more visits—up to 60 per day. Todd has asked Jane Adams, Fairbanks’s chief financial officer, to look into the whole matter of the walk-in clinic. In their meeting, Todd stated that he visualizes two potential outcomes...
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...Part 1 Quality Data, a) 75% of hospital patients would recommend the hospital, 67% Maryland average, and 71% national average. b) The rate of readmission for Pneumonia patients is not available for the hospital or the national rate due to data suppressed for one or more quarters by CMS. c) 9.4% of patients at P.R.M.C had a follow-up mammogram, within 45 days, compared to the Maryland average of 9.5% and national average of 8.8%. Peninsula Regional Medical Center in Salisbury, Maryland is above the Maryland and National averages when it comes to recommending the hospital to other people. This hospital rated at average of above average on all questions pertaining to the patients stay, such as level of noise, cleanliness, and information received. The hospital rates all reflect a high level of personal care and attention. The hospital should continue to be heavily patient focused. The rate of follow up mammograms indicates a low-level of cancer missed and a low rate of unnecessary testing. There is no data for readmission with Pneumonia because the “Centers for Medicare and Medicaid Services are not reporting five admission measures and one complication measure due to an issue with categorization of hospitals as better, worse and no different than the national average.” (www.ahanews.com July 9,2013). Since Peninsula rates so highly on patient satisfaction with staff interactions it is important for the hospital to maintain satisfied employees and high morale within their staff...
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...Discuss the conflict that is occurring at General Hospital. A conflict is to come into a collision or disagreement; be contradictory, at variance, or in opposition or to clash. Conflicts can be good as well as bad. A conflict not only depends upon perspectives but also upon how concerned parties react to certain situations. There are four primary levels of conflict: intrapersonal, interpersonal, intragroup, and intergroup (Hellriegel and Slocum, 2011, p. 385). The conflict that is occurring throughout General Hospital pertains to finances. General Hospital is having problems in revenue and a decline in patients with better health care plans that generate better revenue. Mike Hammer, Hospital CEO, is now dealing with the problem of cutting cost to prevent the hospital from going into a financial dilemma. Hammer also faces the problem of facilitating staff that agree with his previous decisions and perception on how to solve the problem. Physicians are focusing on personal benefits from representatives of pharmaceutical companies that distributes to the hospital. Each physician and clinician employed are paid a very high salary and the pharmaceutical companies are aware that the physicians are interested in favors if they use products at the hospital. This makes representatives of pharmaceutical companies to easily get their products in the General Hospital. This practice has started a serious problem. Some pharmaceutical companies increased the prices of their products...
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