In this case study it is apparent that there are many problems and also somewhat of domino effect between each issue. Ashe County is home to about 26,000 people. Within this county alone the poverty and age percentage rates are higher than the United States’ percentage rates, and the majority of people have Medicare or Medicaid as their insurance. With the economic downturn in the county’s external environment, their visitor rates have dropped significantly. Many business owners have shut their doors and it is estimated that somewhere between 350 and 400 jobs have been lost in the past 2 years. The unemployment rate has also doubled to 14.7 percent. Not only is the county low on job supply in general but they are also low on healthcare providers. There is a significant detriment of dental and specialty providers; there are less than two dentists per every 10,000 people. Ashe Memorial Hospital is only a 25 bed hospital and it finds it difficult to recover from physician loss or physician change. Since many residents of this county are Medicare, Medicaid beneficiaries, or are unemployed, the hospital makes very little profit if any at all off their patients. Very few patients have a private insurance …show more content…
This way, is it clear and concise as to what each employee can do improve the functioning of the hospital. All issues, concerns and ideas that are brought up during this session should be documented for each department’s representative to bring back to the employees who they work with. By supplying a few people with a message to relay to others who work in the same department, we are increasing the chances of changes occurring in the organizational culture of the hospital. As a result of that, the organizational structure improvement is to follow. If everyone within each part of the hospital in on the same page, the hospital as a whole will operate more like a fine-tuned
I attended the Saturday Lab 1 session discussing the Denison Specialty Hospital case study. In our session, we had a through discussion into the different budget terminology. I learned about the difference between accrual and cash accounting methods, which is based on the timing of when the revenue and expenses are recognized. I also learned about responsibility centers as an organizational unit under the supervision of a manager, who is responsible for its activities and results. In addition, the manager is accountable for the budget of the department that they head. Therefore, a centralized form of management in developing the budget because it makes easier to because the information for the department budget is located
El Camino Hospital is a 300-bed, state-of-the-art, nonprofit, multi-specialty acute care facility in Mountain View, California with a smaller branch in Los Gatos, California. Located in the heart of Silicon Valley, approximately 15 miles north of San Jose, and 45 miles south of San Francisco, the hospital is considered one of the most technologically advanced hospitals in the nation. Since the hospital is located in a relatively affluent community, it typically only serves a small number of indigent, and Medi-Cal (California's insurance program for low-income residents) patients. This is because most indigent, and Medi-Cal patients in the area are served by Santa Clara Valley Medical Center, which is a county hospital. Meanwhile, nearly 50 percent of El Camino Hospital's patients are covered by private insurance such as Blue Shield Blue Cross, United Healthcare, Aetna, and Cigna while roughly 45 percent are covered by either MediCare or a Medicare HMO. Since the opening of its doors in 1961, El Camino Hospital has valued, and embraced the important role of technological advancements in healthcare. In 1971, the hospital partnered with Lockheed to launch the original computerized medical information system. More importantly, due to its geographical advantage, the hospital is not only able to obtain the technology but to obtain the newest version of it because the company is down the street.
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.
In almost 100 years, Miami City Hospital, led by civic leader and physician Dr. James M. Jackson, has developed from a small, 13-bed hospital to a comprehensive health systems with multiple clinics and hospitals, now named Jackson Health System (JHS).
Competition is a widely known activity amongst health care marketers. Healthcare organizations are constantly in competition at some level from being the most patient centered to the amount of available specialist within their organization. In all industries Rivers & Glover (2008), competition among businesses has long been encouraged as a mechanism to increase value for patients. In other words, competition ensures the provision of better products and services to satisfy the needs of customers. (Rivers et.al 2008 p.627) Small town healthcare facilities are under more pressure than their larger counterparts to effectively compete in this increasing market.
Charles Denton is an eighty-four year old, Caucasian male born on August 14, 1930. Charles Denton was born and raised in Newton, North Carolina. He is a retired employee at a major furniture company, a veteran, and has been retired for approximately 15 years. Charles has no children and no living relatives. He has a neighbor, Cathy, who takes him to and from appointments and helps him get groceries. Currently, Cathy is his biggest support system.
Huntsville Hospital (HH), located in Northeast Alabama, part of the Huntsville Hospital Health System, originating in downtown Huntsville, Alabama in the late 1800’s. As the not-for-profit, public hospital system developed, HH became the second largest employer in Madison County, Alabama with an estimated 7000 employees, 2000 nurses and 1000 physicians.
Healthcare teams are always looking for ways to improve productivity. Increased communication and improved productivity often exhibit a positive correlation; meaning when one improves so does the other. Outpatient clinics face an uphill battle trying to remain in communication with their main hospital. Equipment differences and work schedules can inhibit productivity without the proper communication. With effective communication between the two facilities productivity will soar.
We will be converting the Central Florida Regional hospital as the first test bag to make sure-Mr. Clark did an update for the Nutrilipid on all the Baxter pumps.
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,
Also, the hospital must continue to build trust and keep a clear open form of communication with each employee, the community, and the patients of whom we provide medical services to. This is not always an easy task, but you have to be determined and will-minded that there can be success through productivity if everyone participates as a team. Of course, you will have some employees who feel that they rather work alone, but once they see that teamwork consists of a group, then maybe their demeanor will change for the best and a change will take place within the
Healthcare is a dynamic, ever-changing environment. The complex circumstances around daily conversations that encompass life-threatening decisions are critical. In order to deliver high quality care, individuals must be able to communicate effectively. In the perfect world of communication, everyone receives the exact same information and is able to respond the exact same way. Unfortunately, communication breakdown is a prevalent issue among hospitals. On any given day of the hospital arena, multiple interactions take place. Some of the dialogue is planned, and some is not. While hospital departments are living in different silos within the same organization, the cultures may vary among the employees. Hospital leadership fosters the importance of collaboration within the organization and depends on the employees to ultimately drive the process. In order to overcome communication barriers in the workplace, conversations must occur. Engaging in daily face-to-face meetings with employees increases positive work culture, morale and overall productivity.
A hospital is a difficult place to run because there so many aspects to manage. There are many types of doctors and nurses, and so many departments in this type of facility. The patients come in a wide variety of different ailments, needs, colors, sizes, personalities, and beliefs. Not to mention, with all of the equipment, devices, and people coming and going a hospital can seem like a small town in itself. That is why it will take a group effort, open communication, and positive reinforcement to keep it running smoothly. I will address this case study by identifying each problem, advise an adequate solution for each problem, and give a reason for each solution.
Teamwork in any organization in this case health care is an essential element when it comes to sharing of workload and efficient patient care. Most units in any hospital setting have professionals with different experiences and coming from deferent backgrounds including training and culture. All these individuals with different ideas need to work to getter to achieve the organizational goal, it is a prerogative of the Manager in ensuring that this teamwork is achieve.
Implementing successful communication strategies throughout the organization begin with the hospital’s core mission and values. The alignment of the goals within an organization must support the workflow in order to gain the results desired. As the demands of the hospital continue to rise, we must perform more work with less staff leaving an unwanted gap. By utilizing a workflow complementary to the operational aspect, employee buy-in is essential. Staff throughout the hospital drives the organization. By retaining these individuals, significant cost-savings occur within the hospital. Robinson, senior editor, (2012) suggests “Hospitals aren’t like other businesses. Reducing price isn’t a possibility-not when insurance companies, the government, and HMOs scrape remuneration to the bone”. Therefore, investing in employees is essential. Hospitals must get the best from their employees as hospitals can’t buy their customers (Robinson 2012). Communication is important in keeping the staff empowered. Engaging in daily face-to-face meetings with employees increases positive work culture, morale and overall productivity.