The CEO’s Day Overview 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. Issues/Solutions One issue that was apparent in this case was the number of meetings that Blaze was required to attend in one day. Although majority of the meetings seemed to be short and strictly He tends to second-guess the situations where he does give authority to an individual to use their best judgement. If he would sit down with the vice-president, department managers, and his executive secretary, to establish an outline for what roles would be performed by whom, it would open up his schedule so that he would be capable of focusing on areas that are more pertinent. This would provide time to focus on the budget reductions, implementing a five-year operations and capital expenditures budget to ensure that the hospitals financial future is stable. It is also pertinent to address how the Medicare and Medicaid changes that will affect the hospital’s revenue which may require Blaze to reevaluate where money can be
The organizing function of the manager consists of developing organizational charts, job descriptions, and statement of work flows ( Liebler and McConnell, 2008, p.53). A healthcare department manager must have knowledge of the job functions, job descriptions, and how those relationships impacts, authority, chain-of-command and communication. As a Wayne County Sheriff Sergeant, the organizational jail chart reveals the decision making process in terms of, (a) major functions,(b) relationship of functions, (c) channels of supervision, and (d) lines of authority and communication and positions( by job titles) within the [jail] units (Liebler & McConnell,2008, p.194).
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
Once chief Robin Richardson was in command she made the decision to change the organizational structure within the police department. MPD chief Richardson made the decision the change the police department 's centralized organization structure to a more decentralized structure that relies on employees to communicate information to make decisions and recommend changes” ( Textbook, Chapter 10). MPD chief Richardson decisions to change the “organizational structure was to accommodate the dramatic shift in performance culture”( Textbook Chapter). MPD chief Richardson felt that the traditional functional organization structure under the vertical hierarchy has lost sight of MPD organization mission. Chief Richardson wanted to create an organizational structure that provides certain levels of autonomy, that allows employees to make decisions based on their individuals discretions. MPD chief Robin Richardson considered a “divisional organization a design structure that groups processes and jobs based on clearly defined market segments or geography”( Textbook Chapter 10). Chief Richardson considered “divisional organization structure that allows decision making to take place at the divisional level by managers, and differences of opinion would be resolved without depending on the chief. Chief Richardson felt that this design was leaning more toward what she visualized for the MPD: a centralized, horizontal organization” (Textbook chapter 10). According to the text, chief Robin Richardson “finally decision was to create a matrix organization, a design structure that facilitates horizontal integration and collaboration. A matrix model combines elements of both the functional and the divisional organizations, has dual lines of authority, and is designed to encourage the sharing of information. Robin felt that by using this model, the reporting line would shift
Further, there must have been a number of decisions which drive the direction and initiatives of any staffing strategy. These include, but are not limited to, determining staffing levels and types, current staffing resources, internal/external hiring, understanding current and future supply and demand, hiring or retaining, and short-term or long-term planning. It was important to understand the scope of each category in order to establish a strong and successful staffing
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.
Candidate Falgoust provided a basic five-paragraph order to his fire team. However, he failed to properly brief the Friendly sub-paragraph, simply restating what he received in higher's brief. Furthermore, he relied heavily on his skeleton to ensure he covered all paragraphs and sub-paragraphs of his order, but failed to utilize his own analysis to develop a plan for his Administration paragraph. SNC's nervousness was evident throughout the delivery of the order, briefing in a shaky voice and relying heavily on notes to determine what to brief. SNC even went so far as to mumble aloud what he was thinking. These actions instilled little confidence in his fire team of SNC's plan, and overall detracted from reception of pertinent information
Working at the hospital for a little over a year now I have seen a few instances that are a "near miss", some a failure, and as of today a complete failure in patient safety but is being overlooked in some ways. Being the most recent and fresh in my mind this incident included a known drug addict, and an order that read "pt. may go outside with family". During shift report I asked the night shift RN why a known drug addict has outdoor privileges, when it is hard enough to get anyone the order to go outside. The RN giving report agreed with me, but since the ordering physician wasn 't available we could not challenge the order overnight. As my shift continued I go into the patients room to check on them and the bed was empty the wheelchair was gone and the bathroom was empty. I asked my Clinical assistant and she said that she was never told the patient was leaving (strike 1: patients need to tell staff when they leave the unit). After 30 minutes I looked in the room and the patient was still gone, after an hour the patient returned with a family member (strike 2: patients are allowed 15 minutes off the floor). I quickly went into the room and asked the patient that if they would like to leave the unit they need to notify staff before they leave and patients need to come back to
Sheaff, R. West, M. (1997) Marketization, managers and moral strain: Chairman, Directors and public service ethos in the National Health Service, Public Administration Vol. 75 Summer 1997 pp 189-206
The staff, physicians and board members were not ready to fail. They didn’t want to abandon all those who depended on their services, but they also knew closing the hospital's doors would hurt
The Loveland Fire Rescue and Authority (LFRA) is getting ready to go through a change in leadership. Our current Fire Chief, Randy Mirowski, is getting ready to take the next step of his life into retirement. This paper is going to define why this change in leadership could potentially be a problem, provide a background of the culture at LFRA, suggest an alternative solution to the problem and then suggest how LFRA can manage the potential resistance that could be experienced in this change process.
Module two deals with external influences in healthcare administration and the conflicts that may cause lack of growth in the organization. External influences can range from society, stakeholders, staff, and patients. Health administrators should be in agreement with staff and physicians to maintain proper ethics and safety for everyone. Society has a big influence of healthcare organizations with spending their money towards health insurance, medication, treatment services and exams. As long the healthcare organization has a well reputation built on trust, then consumers will spend on that healthcare organization. The stakeholders that take part in external influences on ethics are the vendors, technology specialists, maintenance, insurance
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
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 ...
Chris had just been promoted as an Executive Assistant for Pat the CEO, Chief Executive Officer, of Faith Community Hospital. Pat had given Chris her very first assignment on her first day of work as an executive assistant and that was to gather information so that Pat can present the issues to the board of directors. Faith Hospital is faced with issues that needed attention and the board of directors must be notified of the issues so that a solution can be remedy to help the hospital stay in business.
“Busyness does not equal productivity. Activity is not necessarily accomplishment.” It is because of this that leaders must prioritize; they must always think ahead and know how everything relates to the overall vision. A leader must be able to recognize when it is necessary to reprioritize as situations shift and change.