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Communication in the clinical setting
Communication in the clinical setting
Communication in the clinical setting
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Introduction: It is important for all businesses to understand and observe their strengths and weaknesses. How the organization adapts and changes to fix it’s weaknesses determines the overall success of the business. The Glens Falls Hospital, like all organizations, has a variety of good and bad qualities. Geographically, the Glens Falls Hospital is the largest hospital facility from Albany, New York to Montreal, Canada (About Glens Falls Hospital, 2018). They offer 26 different hospital services ranging from sleep disorders to wound healing, and snuggerys. With such a large geographic reach, the different hospital services are very useful for their organization. Since 2017, the Glens Falls Hospital has hired two new board members. It is important …show more content…
This among many other things, sets the Glens Falls Hospital apart from its surrounding competition. Strengths and Weaknesses: Recently, it has been awarded a 20 million dollar grant from New York State, the largest grant in hospital history. This grant is to fund a medical village and allows Glens Falls Hospital a vast amount of opportunity for the expansion of its medical empire. From a community standpoint, as a non-profit organization, Glens Falls Hospital honors and commits to helping anybody in need of medical care, regardless of their financial status. This sets the organization apart from competing healthcare facilities in the area. For those without insurance, they are offer a mail in form which delivers financial assistance anywhere from 20% to 100% of the cost of their treatment, based on their income. Although I consider this a strength, it can also be viewed as a weakness. Each year the Glens Falls Hospital gives treatments knowing they will never be reimbursed for doing so. This creates a financial burden for the hospital. Another downfall of the Glens Falls …show more content…
The new medical village will increase the amount of patients able to be seen and treated in a positive way. It also ensures an increase in technology development. The Glens Falls Hospital being a non-profit organization, relies also on donations from the community on top of grants from the state of New York. It hosts walks, runs, and other events in order to continue receiving these benefits and does so successfully, to say the least. However, if the economy were to shift, this has a direct impact on the flow of donations the hospital receives, which is essentially out of their control. The Glens Falls Hospital has affiliations with other health organizations in the community such as Hudson Headwaters. The ability to coexist with competing organizations is a true test of a successful organization. The Albany Medical Center is a large threat to the Glens Falls Hospital. The Albany Medical Center offers more treatment options and is an overall larger facility. I would estimate at least once a day, a patient from the emergency room in the Glens Falls Hospital is transferred to the Albany Medical Center due to the hospital being unable to properly treat the patient. It is important for the Glens Falls Hospital to understand when it is appropriate to transfer a patient. The Glens Falls Hospital has noted which patient types are often transferred and
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
Markham Stouffville Hospital (MSH) is an acute care Hospital in Markham Ontario. Every year almost 40,000 patients discharge referral transactions are conducted across 52 health care facilities in the Central Local Health Integration Network (CLHIN). I am currently working as a Hospital Case Manager (HCM) in Central Community Care Access Central (CCAC) at the Markham ...
Strengths Long-standing reputation Provision of quality healthcare Highest rank in patient satisfaction Recipient of Joint Commission accreditation Serving a diverse population Weaknesses Smaller than other four hospitals Decrease in net profit Increase in expenses Significant increase in long-term debt Not-for-profit status Opportunities Changes in government regulations Change in lifestyle Influx of patients due to higher patient satisfaction Cost savings Opening of some outpatient clinics and surgery centers Threats Too much competition
Given the long duration of patient quality problems, over ten years, at SGH, the communication plan may need to include not only the internal SGH stakeholders such as employees, but also external stakeholders both in the community, shareholders, and third party vendors. SGH is at greater business risk due to their previous attempts at improving quality and now potential lack of stakeholder confidence. Including stakeholders in the change management process allows the stakeholder’s viewpoint to coevolve with SGH to create a shared view of the change plan and how to measure change success (Windsor, 2010). Engaging with the stakeholders in change plan definition and focuses their energy on helping SGH with the change process, rather than undermining it (Windsor, 2010). Identifying all of the stakeholders for SGH, and engaging them in change communications and planning will assist SGH leadership in evolving the hospital towards a high patient quality
The health care organization with which I am familiar and involved is Kaiser Permanente where I work as an Emergency Room Registered Nurse and later promoted to management. Kaiser Permanente was founded in 1945, is the nation’s largest not-for-profit health plan, serving 9.1 million members, with headquarters in Oakland, California. At Kaiser Permanente, physicians are responsible for medical decisions, continuously developing and refining medical practices to ensure that care is delivered in the most effective manner possible. Kaiser Permanente combines a nonprofit insurance plan with its own hospitals and clinics, is the kind of holistic health system that President Obama’s health care law encourages. It still operates in a half-dozen states from Maryland to Hawaii and is looking to expand...
For much of the United States’ history, problems with private hospitals refusing to treat people without financial means and transferring them to public hospitals existed. Many patients who were in serious medical crisis did not survive the journey or many died soon after. This proved that these transfers can be detrimental to the emergency victim’s health.
It is obvious that there is a large gap between where Coastal Medical Center is and where they need and want to be. When comparing CMC’s competitors, Johnson Medical Center and Lutheran Medical Center, CMC needs to provide more efficient, high quality care and focus on more profitable priorities instead of funding multiple unsuccessful projects such as the fifty-three unfinished developments.
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
Based on the case study provided: Hospital A, Porter Regional Medical Centre (Hosp. A) & Hospital B Banner Regional Medical Centre and Turner Geriatric Centre (Hosp. B) merged to form a consolidated entity named “Portsmith Regional Medical Centre” (PRMC). Both Hospital A and B were fully accredited hospital, with “state-of- art diagnostic technology” which included MRI and CAT scanners, 24-hour physician staffed emergency centers. Both Hospital A and Hospital B are located in a small community of 60,000 people in southeastern part of Idaho.
The CareGroup Case Study comprises various components. The core concepts were broken down into the history of CareGroup itself, CareGroup’s IT, the collapse of the network, dealing with the collapse of the network, and the lessons learned from the entire situation (McFarlan, F. Warren, and Robert D. Austin, pg.1). CareGroup was formed on the basis of three major Massachusetts hospitals; Beth Israel, Deaconess, and Mount Auburn (McFarlan, F. Warren, and Robert D. Austin, pg.1). After a surprising merger of Mass General and Brigham and Women’s Hospital, all three hospitals in CareGroup suffered great financial losses (McFarlan, F. Warren, and Robert D. Austin, pg.2). Due to the multi-million dollar financial losses, CareGroup felt they needed a change, which is when they added Halamka to their team, naming him their CIO (McFarlan, F. Warren, and Robert D. Austin, pg.3).
Competitive Situation: PMH is a 600-bed, independent, not-for-profit, general hospital located in the southern periphery of a major western city. PMH is financially stronger than most metropolitan-based hospitals and it debt-free among the city’s six general hospitals.
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
The influence of safety net hospitals is seen largely throughout our local community and state. Attending a Title I school (a school where forty percent or more of the students come from low-income families) myself, I am very familiar with people who live under the poverty line and the struggles ...
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.
Hospital for Special Surgery (HSS) is a private hospital that specializes in orthopedic surgery and the treatment of rheumatology conditions. According to the employer handbook, the mission of HSS is to “provide the highest quality patient care, improve mobility, and enhances the quality of life for all and to advance the science of orthopedic surgery, rheumatology, and their related disciplines through research and education. [HSS] does this regardless of race, color, creed, sexual orientation, or ethnic origin”. On the other hand, the vision is to “lead the world as the most innovative source of medical care, the premier research institution, and the most trusted educator in the field of orthopedics, rheumatology, and their related disciplines”. (Employee Handbook, 2016)