...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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...CONFLICT RESOLUTION AT GENERAL HOSPITAL Strayer University Organizational Behavior (Bus 520) 28 November 2011 Discuss the conflict that is occurring at General Hospital. Conflict is defined as a process in which one party perceives that its interests are being opposed or negatively affected by another party (Hellriegel & Slocum, 2011). Conflict occurs daily, whether it happens between two or more individuals or between two competing groups. How a person or group responds to such conflict can make or break an organization. Healthy internal competition can exist, such as teams trying to come up with the next great solution to a problem, but all too often people treat colleagues as adversaries which hurts the organization as a whole (Miller, 2010). In the case of General Hospital, the two major parties at odds are the CEO Mike Hammer and his administrative staff, representing the business side of health care, and the Director of Medicine Dr. Mark Williams, who represents the medical staff. The conflict at General Hospital stemmed from the fact that the hospital was losing money and was having a hard time competing with a nearby hospital. Mr. Hammer, who believed physicians were primarily responsible for cost overruns at hospitals, was unable to convince Dr. Williams, nor the Board of Trustees, to adhere to any cost containment measures or solutions. Frustrated at the doctors’ refusal to engage in responsible fiscal measures, he decided to take an authoritative...
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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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...The purpose of this paper is to discuss the process used by a local health care facility, Southwest General Hospital, to acquire a new information system. System acquisition is the process that occurs from the time the decision is made to select a new system (or replace an existing system) until the time a contract has been negotiated and signed (Wagner, Glass, & Lee, 2013). Implementing and acquiring an information systems in a health care organization is a complicated investment. This entire process plays a vital role to the success of the organization, therefore careful planning and monitoring of all stages is needed to accomplish the anticipated goals. In order to continue promoting optimal patient care and safety, Southwest General Hospital embarked on an innovative technological journey over five years ago. Debbie Mora, Director of Information Systems states, “The Electronic Medical...
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...Seven Oaks General Hospital Seven Oaks General Hospital is the main community hospital for the residents in the northern part of Winnipeg, MB. It is located off McPhillips St. and Leila Ave. Seven Oaks is a short term care hospital and a main provider of emergency medicine. SOGH has the second busiest emergency department in Winnipeg, and specializes in orthopedic trauma surgery. The hospital is also the administrative headquarters for the Manitoba Renal Program, making it the only research institute in Manitoba focused on chronic disease management and prevention like CDIC. The hospital has 304 in-patient beds for their various departments. Seven Oaks operates several out-patient services as well, including day surgery, diagnostic imaging, rehabilitation, oncology, and a geriatric day hospital. Seven Oaks also includes the Wellness Institute, an addition to...
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...Volunteering at San Francisco General Hospital-Ward 86 as a medical scribe and pharmacy assistant gave me the opportunity to observe visits and have limited interactions with patients from all walks of life. The ward is an HIV outpatient clinic which treats numerous patients every day regardless of their background. While scribing for the attending physician and assisting the pharmacist, I interacted with patients that were mainly middle-aged, had housing challenges, spoke no to limited English, and were living with HIV for many years. There was a patient that spoke limited English and through our conversation I learned that she did not disclose her HIV status to anyone besides her husband because she feared being judged by her family. She...
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...Let’s take a glance at General Hospital with regard to its structure at the time that the respective case at bar presents itself. The details of the case advises that General Hospital was formed in 1968 and was a non profit hospital in the northeast region. It’s not a very large hospital but does find itself in a nominal growth pattern from “175 beds to 275 beds.” General Hospital was limited in the services it could perform and we can assume that cost to maintain a diverse and well-skilled medical team and state of the art equipment was not being looked for consideration for nearly twelve to fifteen years. This conclusion is drawn from the initial details of the case (p. 545), as follows: “. . . General Hospital entered an agreement with a nearby medical center to provide patient services that it wasn’t able to provide itself. . .” Over a twelve year period General Hospital has approximately 90% of its beds occupied, but what its management was not prepared for was that that very same “nearby medical center to which its physicians and staff were referring new people over a twelve year or more period, positioned itself to eliminate the need for the referrals from General Hospital and increased its resources and state of the art equipment for direct application for services from the general public. Subsequently, “General Hospital’s occupancy dropped from 90% occupied to 65 percent, forcing it to “drop services that it was unable to compete. General Hospital’s nightmare of...
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...Conflict Resolution at General Hospital August 28, 2010 Conflict Resolution at General Hospital The current conflict Conflict as defined in the text is a process in which one party perceives that its interests are being opposed or negatively affected by another party (Hellriegel/Slocum, 2011). In the case of General Hospital, the two parties at odds are the CEO Mike Hammer and the physicians represented by the Director of Medicine Dr. Mark Williams. Mr. Hammer also faced opposition from the hospitals’ board of trustees. The conflict stemmed from the fact that the hospital was no longer competitive and was losing money. Mr. Hammer was unable to convince the physicians or the board to adhere to any cost containing measures or solutions. To compound this problem, he delegated authority to Marge Harding the Chief Operating Officer of the hospital to address and resolve the situation. Ms. Harding had personal goals to achieve and would utilize this opportunity to achieve them. The level of this conflict would be classified as Intergroup Conflict. “[This] refers to opposition, disagreements, and disputes between groups or teams” (pg. 388), in this case between the physicians, the board of trustees and management. The physicians had taken a very rigid stand and they did not listen to any suggestions or ideas from the CEO regarding cost containment. Conflicting Management Styles The text identifies five conflict handling styles, Collaborating Style, Compromising Style...
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...Discuss the conflict that is occurring at General Hospital. Introduction This document presents the conflict that occurred at General Hospital and recommendations on how it could have been resolved. It discusses the different management styles that were used to address the issues and it was communicated throughout the organization. The information provided was based off readings supported by (Hellriegel, D., & Slocum, J.W., Jr. 2011). The Conflict that Occurred at General Hospital in my opinion the conflict that is occurring in the General Hospital is the physicians are interested in obtaining personal benefits from representatives of pharmaceutical companies that distributes to the hospital. To stay competitive within the community, General Hospital’s CEO, Mike Hammer had to determine a way to reduce expenses and advance their technological medical services to increase revenues. Mike Hammer knew long term that the hospital’s would lose their accreditation and funding if they didn’t increase their revenue and advance their services. One of the hospital’s biggest expenses was physician-driven cost. Mr. Hammer felt the organization could reduce expenses if the physicians changed some of their medical ways of practices. He communicated his concerns to the director of medicine, Dr. Williams. However, Dr. Williams felt their current practices were the best way to operate the hospital and was opposed to any of Mr. Hammer’s ideas. When meeting with the director of medicine to...
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...interest or goals” (Wikipedia). How well you resolve a conflict determines the success and failures of a relationship or an organization. This paper will first identify the conflict that is occurring at General Hospital and then examine the conflict management styles currently being used by the Chief executive officer. Along with discussing the current conflict at General Hospital we will also discuss possible resolutions. The conflict that is in question at General Hospital is between Mike Hammer, the CEO, and the employees of the hospital. Mr. Hammer realizes that the hospital is in trouble, and takes it into his own hands to implement a cost reduction plan (Hellriegel & Slocum, 2011). The hospital had experience a dramatic decrease in patient occupancy rate in recent years due to increased competition from a nearby state of the art medical center and decrease revenue from more beds being occupied by Medicare and Medicaid patients (pg. 546). Mr. Hammer knew that cutting cost was one of the areas where the hospital could use to be saved. He was considering cost cutting and increased revenue within General Hospital. Recent attempts of cost cutting within General Hospital had failed years earlier. Mr. Hammer strongly felt that under his management as CEO of General Hospital, cost cutting measurements could be accomplished. These decisions are being made by Dr. Hammer are without the approval of the board of trustees or the medical staff. In order for any organization to work...
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...5.4 – General Hospital, a not-for-profit acute care facility, has the following cost structure for its inpatient services: Fixed Costs $10,000,000 Variable cost per inpatient day $200 Charge (revenue) per inpatient day $1,000 The hospital expects to have a patient load of 15,000 inpatient days next year. a. Construct the hospital’s base case projected P&L statement. Total revenues ($1,000 x 15,000) $15,000,000 Total variable costs ($200 x 15,000) $ 3,000,000 Total contribution margin ($800 x 15,000) $12,000,000 Fixed costs $10,000,000 Profit $2,000,000 b. What is the hospital’s breakeven point? Contribution Margin x Volume = Fixed Costs $800 x V = $10,000,000 V = 10,000,000/800 V = 12,500 visits to break even c. What volume is required to provide a profit of $1,000,000? A profit of $500,000? To obtain a profit of $1,000,000, the total contribution margin should be $1,000,000 greater than the fixed costs ($10,000,000), for a value of $11,000,000. This amount must also equal the contribution margin multiplied volume, $800 x Volume = $11,000,000. The volume = $11,000,000/$800 = 13,750 visits Similarly, to obtain a profit of $500,000, the total contribution margin should be $500,000 greater than the fixed costs ($10,000,000), for a value of $10,500,000. This amount must also equal the contribution margin multiplied volume, $800 x Volume = $10,500,000. The volume = $10,500,000/$800 = 13,125...
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...Massachusetts General Hospital works to provide care in all corners of the world, locally, nationally and globally. The organization accomplishes this feat by partnering with underserved communities to improve and maintain health care services and build healthier communities. MGH prides itself in being able to provide world-class patient care, conducts the largest hospital-based research program in the US, places an emphasis on teaching, and bases its approach to safety and quality on effectiveness, patient centeredness, timeliness, efficiency and equity. The company is guided by the needs patients and their families. (MGH, 2012) The marketing methods used by MGH create, communicates, and delivers value to the people, communities, and organizations that they target. These methods also create and manage relationships that benefit the firm. Marketing directly impacts the hospital as they establishes brand recognition, creates and retains customers, identifies customers, provides valuable information, saves time, establishes trust, and identifies and address problems with products, services, methods, personnel, or the marketing strategy itself. Marketing imprints the brand of the organization in the minds of customer, creates an awareness of its presence, and appeals to the senses of customers that seek out a particular brand for its services. Marketing differentiates the company, its products and, and its services from competitors, and directly impact the way the quality,...
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...CONFLICT RESOLUTION By glancing through the context, it is understood that conflict is defined as a process in which one part perceives that its interests are being opposed or negatively by another party. This document discusses this conflict which is occurring at the General Hospital and looks into the different management styles to address the issues. Here the parties with opposite interests are, one led by the CEO Mike Hammer and the opposite is represented by Dr. Mark Williams, the director of Medicine. Mark is supported by the physicians. The board of trustees of the hospital is also against the decisions made by Hammer. The issue can be described as cost cutting measure, to advance the technological medical services; CEO Hammer had to find ways to reduce expenses thereby to increase the revenue. He thought that the hospital will lose its accreditation and funding, in the absence of such cost reduction. From the analysis, Hammer understood cost reduction can be implemented effectively by changing the processes being followed inside the hospital. As a sample, Hammer felt that the transportation costs of the physicians was very high. Hammer then exposed his findings to Dr. Williams. But Williams was not satisfied with the reasons stated by Hammer and felt the current practices are the best and he was opposed against changing any of the process. Since the meeting was a failure with Dr. Williams, Hammer thought of an alternate plan. Hammer provided authority to Marge Harding...
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... : No. 04-1234 : GENERAL HOSPITAL : 200 City Avenue : Anywhere, PA 19100 : Defendant : PLAINTIFFS' MEMORANDUM OF LAW IN OPPOSITION TO DEFENDANT'S PRELIMINARY OBJECTIONS IN THE NATURE OF A DEMURRER Statement of Facts Laura Spencer was admitted to General Hospital on May 1, 2003. Lucky Spencer was delivered at 11:52 p.m. The following morning a nurse brought the baby into the plaintiff’s room in a rolling crib and then left. After about fifteen minutes of nursing, Laura feeling tired called the nurse to come and take the baby back to the nursery. When the nurse returned she was hurried and appeared tired. She picked up the baby to the transport him back to the nursery, but failed to put the baby into the rolling crib per hospital policy. Instead, she held the baby in one arm and attempted to open and close the door to plaintiff’s room. The nurse lost her grip and dropped the newborn on his head onto the floor. The plaintiff immediately heard the nurse screaming “oh my God, I dropped the baby” followed by the sound of the baby’s head hitting the floor. She then heard her newborn screaming and then saw his blood running under her closed hospital door. Moments later an orderly and a nurse burst into Laura Spencer’s room and forcibly put her into her...
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...Full disclosure--I was never a soap opera fan, but my grandmother and mother watched them when I was quite young (actually before Jack Wagner even graced the screen of General Hospital). In spite of this fissure in my television viewing, for some reason, I remember being familiar with the name Jack Wagner and even recognizing him when he appeared as Bill Avery in season one of When Calls the Heart. I was a tremendous fan of his character. In fact, I was known to banter back and forth with other younger Hearties about why Bill was a better and more handsome Mountie than Jack. In spite of the unpredictable nature of Bill as played so effortlessly by Jack, I still revel in the sense of humor and intensity of passion he skillfully brings to this character every time we witness his prowess on screen. Just this week, I was finally able to chat with Jack, and this is one interview you do NOT want to disregard. We discussed a wide variety of topics including his early acting roles, his ever-expanding work for the Hallmark Channel, and even a bit about his charity endeavors. RH: Jack, I appreciate you...
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