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, …show more content…
Their vision is to be preeminent community hospital in the nation. Their values are, the main or core value of “Safety” and seven cultural values; “Accountability, Compassion, Collaboration, Empowerment, Innovation, results-oriented and One Memorial Hermann” (Malcolm Baldrige National Quality Award (MBNQA), 2018). Having a non-union workforce such as that of MHSL’s to reflect the community that it serves in Fort Bend and mimics culturally and by ethnic diversity to help “Family Caring for Family” (FCF) approach to promote an improvement of patient needs, MHSL has done their best to create a warm family-like environment while they are not employed by the organization they contribute to optimizing patient care with “Patient Safety” playing the key role. The workforce participates in their shared governance council structure which included partners in caring, safety coaches, experience ambassadors, nursing practice council and medical executive committee. With the increasing cases of workplace injuries, lead MHHS to focus of safety and injury prevention that of the employee and patient alike maintaining a healthy lifestyle which is included in the comprehensive health coverage to include but not limited to colonoscopy, mammograms for …show more content…
The workforce in collaboration with the executive team foster a high performance and align with their cycle of engagement which is comprised of setting clear objectives and goals, engaging the workforce to those goals, align the workforce to achieve those goal, transparent review of performance and open communication , listening continuously to the workforce, empower a setting to perform, improve and innovate, committing the workforce to grow and develop, frequent performance evaluations, recognizing , rewarding excellence and ensure that their performance aligns with the strategies of the organization. These evaluations are done yearly allow the workforce to incorporate themselves that wish to into high leadership positions and advance as their personal goal align with the organization's goal, thereby promoting growth within the organization and increasing and maintaining retention of the current workforce (MBNQA, 2018). Thereby incorporating the “CQI philosophy of meeting
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
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.
Memorial Medical Center was situated “three feet below sea level, which is on one of the low points in the bowl in New Orleans (Fink, Sheri, 2009).” This hospital served as a “shelter whenever hurricanes threatened: employees would bring their families and pets, as well as coolers packed with food (Fink, Sheri, 2009).” Having 2,000 people taking shelter in this hospital on top of 200 patients, and over 600 workers in one place during a category 5 hurricane, ran a huge risk. This was not something that was assessed, because the author stated, “this is something that citizens who live around the hospital normally do during a crisis like this (Fink, Sheri, 2009).” I also do not think that individuals believed that Hurricane Katrina would have been as bad as it was, because this is the storm that is considered to be a “lesson learned (President George W. Bush, 2005)”.
Robertson Johnson University Hospital (RWJUH), which is the flagship of Robert Wood Johnson Health System, is a large non-profit hospital with 965-beds located in New Brunswick and Somerville in Central New Jersey (Robertwood Johnson University Hospital, n.d). It has been ranked among the best hospital in the nation, as well as, with several specialties, and the best place to work by other publications (Robertwood Johnson University Hospital, n.d). Their mission of improving health and well-being to its patients stands out in the communities it serves (Robertwood Johnson University Hospital, n.d).
Workers feeling, which includes competitive compensation and reward strategies, professional growth and development, career paths and succession plans and the organizations leadership and culture are contributing factors of employee engagement
Dr. Jey Arthur, of Sutter Memorial Hospital, is an idol when it comes to physicians within a hospital’s Emergency Room. During his shift, the entire atmosphere of the Emergency Room changes. Nurses become more interactive with their patients and the patient’s rooms are no longer filled with misery and hopelessness. From the second the patient is assigned a room, Dr. Arthur is constantly visiting keeping the patient well informed and up to date on what the physicians and nurses are doing and their progress. From my time shadowing Dr. Aurther, not a single patient had lost a smile when he left the room. Beyond the care of the patient, Dr. Arthur has established absolute order with those working in the Emergency Room. Dr. Arthur has made himself
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
The last leadership pitfall is when leaders overwork their employees (Comaford, 2014). Many employers believe that short periods of having their employees work harder and longer will pay off with short term gains and makeup for previous slower productivity (Stillman, 2014). However, there is a recent study called the Towers Watson 2012 Global Workforce study and it explains that making employees work harder does not end with businesses thriving and not even when its temporary (Stillman, 2014). The Towers Watson 2012 global workforce study “concludes that the traditional definition of engagement – the willingness to invest discretionary effort on the job- is no longer sufficient to fuel top performance in a world of relentlessly increasing demand, the problem is that “willing” doesn’t guarantee “able” (Stillman, 2014, papa. 4) The study also finds that the businesses that overwork their employees will have productivity problems and employees will eventually quit their jobs. Another, the Towers Watson study says that the Sustainable engagement is more important because it will allow the work surroundings to activate employees by helping their personal, emotional, and communal happiness (Stillman,
The purpose of this paper is to examine the Heritage Valley Medical Center case study. The paper will start off with a brief background of Heritage Valley, along with a summary of the major problems and issues faced there. Next, the author will explain the role that was chosen while addressing the challenges of Heritage Valley and their reasoning in doing so. The author will then identify the strengths and weaknesses of Heritage Valley and offer to select the best alternative and recommended solutions, which will be followed by a brief description of the evaluation plan that could be used to measure the effectiveness of the recommended solution.
The success of a company is often based in great part on company culture and a “people centered” approach that recognizes not only the importance of the customer, but equally the importance of its employees. In order to build a people-centered and ethically managed organization there exist core values and practices that are often associated with success. Success in this context not only refers to profit but employee and customer satisfaction as well. Without these two factors success is unlikely to occur. As such, success is determined by the company, its employees, and its customers. The company is the tool that allows employees to achieve things collectively by working together and garnering viewpoints from several diverse populations including generational types, ethnicity, educational background, location, skill sets, and so on. Working collectively and collaboratively is often the best route to business and/or personal success providing education and experiences that often one could not attain on their own. Successful managers can show employees the benefits of working together, embracing an ever-changing landscape, and provide them with the education, tools, support, and training they need to be successful and in turn make the company successful.
The strategies companies use to engage their workers depends not only on their business strategies, but also on the size and complexity of its workforce. There are approaches that are worth pointing out. Though there were significant differences in company size, industry, circumstances, and range of solutions, all shared a common approach:
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.
It is right of a patient to be safe at health care organization. Patient comes to the hospital for the treatment not to get another disease. Patient safety is the most important issue for health care organizations. Patient safety events cost of thousands of deaths and millions of dollars an-nually. Even though the awareness of patient safety is spreading worldwide but still we have to accomplish many things to achieve safe environment for patients in the hospitals. Proper admin-istrative changes are required to keep health care organization safe. We need organizational changes, effective leadership, strong health care policies and effective health care laws to make patients safer.
World’s leading high engagement organizations hire for leadership potential as expressed in individual values that align with core organizational values. Finding employees who will fit into the company’s culture is more important than hiring based on work role competency.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well