...Case Study Analysis The Case of the Unhealthy Hospital Submitted by: Date: Contents Introduction 3 Reid to Demonstrate Strategic Leadership Qualities 3 Strategic Planning 4 Invest in Clinics 4 Better Working Relationship with Stakeholders 6 Create Separate Governing Council 6 No Staff Reduction 6 Industry Experts Advise 7 Dan Pellegrini 7 Ellen Schall 7 Keith F. Safian 8 Jane Delgado 8 Bernard Lachner 8 Conclusion 9 References 10 Introduction Bruce Reid has been recently appointed the CEO of Blake Memorial Hospital, which is facing a tough time. The hospital’s financial health was not good; it suffered from rising costs, static revenue, and declining quality of care. Bruce Reid found his assignment far more challenging than he anticipated while taking over the responsibility. Currently the challenges in front of him are to improve the quality of healthcare services and the financial health of the hospital. Reid has less than a week to finalize his $70 million budget for approval by the hospital’s board. One major issue he needs to address is the future of six off-site clinics, which are incurring losses. He needs to arrive at the conclusion to close them or continue operating them as he is stuck between Blake’s responsibility to serve the uninsured on one hand and to remain viable and self-sustaining on other hand. To arrive at the conclusion he has been advised by few industry experts. Reid to Demonstrate Strategic Leadership Qualities ...
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...Rhetorical Analysis Many people believe hospitals are one of the safest place to be when sick, injured, or in need of care. This article suggests hospitals have many risk factors that are taken into consideration during the care of a patient. Post truth is defined as one's opinion with reasoning, instead of a pure fact. People will still consider a hospital a very safe place, even though the risk factors can be very high. Pathos and logos are the main rhetorical component I will be focusing on. Majority of this article is based on reasoning and opinions. Logical and Ethical components are combined in this article about risk factors in nursing. The set-up on this website is very different than most websites. It has seven different sections,...
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...immensely to gain public recognition and utilization of services. Competition in marketing is no longer for car dealerships that draw consumers in for a test drive, but healthcare organizations such as hospitals, clinics, and specialty centers are starving for attention and preying on the ailing Americans. America’s health and wellness is declining and it is clear to see with child obesity and an aging population causing media stir daily. The need for hospital care has never been greater. So how are organizations competing for their own slice of the illness pie? Through increased marketing strategies inclusive to radio, television, billboards, and the World Wide Web, organizations are luring the public in to fill their beds. There are many questions to be answered on the subject. What are current marketing techniques? Are these techniques affecting consumer trends? Finally, how is this affecting the healthcare worker? Current Marketing Techniques There is only one word used by healthcare organizations to describe the care they provide, their facility, and customer service and that word is excellent. Gone are the days of surveys that include choices of “very poor”, “poor”, “average”, “good”, “very good.” In the past few years “excellent” has been added to surveys. Hospitals rely on excellent ratings to promote their services as the absolute best in the area. Current marketing strategies bombard possible consumers with this thought...
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...outcomes. Hospitals are under tremendous pressure to reduce their avoidable rehospitalization rates. In October 2012, hospitals started being penalized for having higher readmission rates. Jenks estimates that readmissions within thirty days of discharge cost Medicare more than seventeen billion dollars annually (Jenks, Williams, and Coleman, 2009). There is no doubt that readmissions following a hospitalization are very costly. This issue is critical in nursing today because skyrocketing costs can affect salaries and poor outcomes can be blamed on poor care. The quest for better outcomes proves to be a collaborative effort between hospitals, physicians, case managers, therapists, social workers and caregivers. In May of 2008 St Luke’s Hospital in Cedar Rapids, Iowa implemented a transitions in care program. They understood that the hand off from hospital to home was not working effectively. They focused on being sure that the patient as well as the care givers understood the patients diagnosis, plan of care and plan for follow up care with their doctors. They used the “teach back” method, by having the patients teach the nurses it allowed them to verbalize what they know and engage them in their own learning. The focus was on their heart failure patients and their readmission rate started at twelve percent. After education and discharging to home care, who was able to reinforce and continue to reteach and assist patients to monitor for symptoms and change unhealthy behaviors...
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...by David O. Weber examines the relationship between physicians and medical staff. The American College of Physician Executives produced a survey in 2004 where approximately 1600 physician executives revealed insightful information regarding disruptive physician behaviors (Weber, 2004). The American Medical Association defines disruptive behavior as “a style of interaction with physicians, hospital personnel, patients, family members and others that interferes with patient care”. The survey’s questions make it evident that physician behavior problems are common within hospitals, large group practices, healthcare systems and academic medical centers (Weber, 2004). Physician executives responded with alarming statistics that illustrate the need for a change in how physicians conduct themselves. I have never personally observed any disruptive behaviors from physicians, but this article gave me an understanding of what can happen behind the scenes. After reading the article it made me think of my mother when she worked as the office manager for an orthopedic surgeon at Cayuga Medical Hospital in Ithaca, New York. I remember her informing me of a statistic stating that two thirds of nurses claim abuse from physicians several times a year, which is also reinforced in this article. This article made me aware of the effects physician behaviors have on patient care, staff relations, and personal and professional life. The statistics in this article are compelling and physician leaders...
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...Sleep Deprivation The OR is a silent room. My surgical scrubs feel warm, like a pair of comfy pajamas. I sit, holding tools, while the surgeon meticulously dissects the patient's. It's a surgery I've assisted on dozens of times before. I blink and try to remember how long I have been in here. It seems like it has been forever since I have arrived at the hospital. In fact, it's been more than thirty hours since my shift started. During this past day and a half, I've logged more than fifteen hours in the OR and had no sleep in-between. My eyelids feel heavy, as if being pulled down by an invisible force. I begin shaking my knee up and down, an attempt to keep myself awake. My knee stops, and the Heaviness returns to my eyelids. Five minutes...
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...Hello. I am the CEO/Manager of Twin Oaks Regional Medical Center in greater Columbus, Ohio. Twin Oaks is the 2nd largest hospital in Ohio. We are also ranked in the top 5% of the hospitals in the United States according to the U.S. Health Grades website. Twin Oaks has a level one trauma center that has 852 beds in all, to accommodate the patients that need our services. Being a level one trauma center we receive all of the most extensive cases and life threatening illnesses that our fellow hospitals can not accommodate. We have six beds set up in the emergency room to be able to perform emergency surgery at the bedside. This helps us give the patient who may not have the time to be prepped for surgery get the care they need immediately. In order to be considered a level one trauma center, we have to have 24-hour in-house coverage by general surgeons, and prompt availability of care in specialties such as orthopedic surgery, neurosurgery, anesthesiology, emergency medicine, radiology, internal medicine, plastic surgery, oral and maxillofacial, pediatric and critical care. At the medical center, we have also incorporated a comprehensive quality assessment program in order evaluate and improve patient care and wait times when they arrive at the emergency room. (Trauma Center Levels Explained, n.d.) Twin Oaks offers a full range of diagnostic, medical and surgical specialties in areas such as emergency medicine and trauma, heart and vascular, oncology, orthopedics, neurology...
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...home 1. Describe the differences between nonprofit and for-profit hospitals. The general belief or theory is that nonprofit hospitals do a better job of focusing on their people; that is, they provide better quality of care. On the other hand, for-profit hospitals are more business oriented; more emphasis is placed on cost and operating efficiency than nonprofit hospital does. I believe this is a significant difference because while staff members in a nonprofit hospital may see themselves as caregivers, staff members in for-profit may seemingly see themselves as cogs in a production wheel. The mission and purpose for these two types of hospitals is also a very important and makes a significant difference. Financial pressures have forced all hospitals to focus on costs and operating efficiency, blurring the line between money and mission. Still, nonprofit employees believe more strongly that their organization's mission makes them feel that their jobs are important. It seems that the mission of care delivery tends to be more prominent in nonprofit hospitals. Hence, it may be safe to say that nonprofit hospitals do a better job than for-profit hospitals of making their staff feel that their contributions are valued and meaningful. Lastly, another difference would be in the area of materials and equipments needed to do the work right. With a focus on operating efficiency, for-profit hospitals frequently operate with lower staffing ratios (Woolhandler & Himmelstein, 2004)...
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...Hello.. I am the CEO/Manager of Twin Oaks Regional Medical Center in greater Columbus, Ohio. Twin Oaks is the 2nd largest hospital in Ohio. We are also ranked in the top 5% of the hospitals in the United States according to the U.S. Health Grades website. Twin Oaks has a level one trauma center that has 852 beds in all, to accommodate the patients that need our services. Being a level one trauma center we receive all of the more extensive cases and life threatening illnesses that our fellow hospitals can not accommodate. We have 6 beds set up in the emergency room to be able to perform emergency surgery at the bedside. This helps us give the patient who may not have the time to be prepped for surgery get the care they need immediately. In order to be considered a level one trauma center, we have to have 24-hour in-house coverage by general surgeons, and prompt availability of care in specialties such as orthopedic surgery, neurosurgery, anesthesiology, emergency medicine, radiology, internal medicine, plastic surgery, oral and maxillofacial, pediatric and critical care. At the medical center, we have also incorporated a comprehensive quality assessment program in order evaluate and improve patient care and wait times when they arrive at the emergency room. (http://www.amtrauma.org/?page=TraumaLevels) Twin oaks offers a full range of diagnostic, medical and surgical specialties in areas such as emergency medicine and trauma, heart and vascular, oncology, orthopedics...
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...Beep. Beep. Beep. The nurses’ chattering sounds fill the hallway outside the door, while patiently waiting for the doctor to make their early morning rounds. Lying in the cold hospital room after receiving the devastating news. Cancer. Hearing those horrible words, then worrying about how to afford the hospital stay to begin with. Now all the follow-up doctor appointments and treatments, without a clue how to make the financial obligations. This is something thousands of people without medical coverage face on a daily basis. Should I go to the doctor? Should I call the ambulance? How will I pay for any extra bills? Sadly many Americans must make a horrible costly choice, to put food on the table or pay for medicines and doctor bills....
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...members. Families work as a system in promoting the health of its members by being present in times of need. They must be able to take time out of their lives to help take care of their loved one when they are ill. Each family member must also make a conscious effort in their daily lives to make healthy choices about the way they live. They must eat right, exercise, avoid tobacco, alcohol, drugs, and risky behaviors that can be harmful to them. By modeling these healthy behaviors, family members can set examples for the other members of their family. Another important concept is holding people accountable for their behaviors. They must feel comfortable confronting a family member about their lifestyle choices and explain why they are unhealthy and what other choices could be better. The concept of family most used in my area of practice would be family as context. This means that the patient is the primary focus of the nursing care, and the...
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...A Community Leader’s Guide to Hospital Finance E VA L U AT I N G H O W A H O S P I TA L G E T S A N D S P E N D S I T S M O N E Y Prepared for The Access Project by Sarah Gunther Lane, MS Elizabeth Longstreth, BA Victoria Nixon, MS Under the supervision of Nancy Kane, DBA Harvard School of Public Health The Access Project is a national healthcare initiative supported by The Robert Wood Johnson Foundation and the Annie E. Casey Foundation. It works in partnership with Brandeis University’s Heller Graduate School and the Collaborative for Community Health Development. It began its efforts in early 1998. The mission of The Access Project is to improve the health of our nation by assisting local communities in developing and sustaining efforts that improve health care and promote universal coverage, with a focus on people who are without insurance. If you have any questions or would like to learn more about our work, please contact us. The Access Project 30 Winter Street, Suite 930 Boston, MA 02108 Phone: 617-654-9911 FAX: 617-654-9922 E-mail: info@accessproject.org Web site: www.accessproject.org Catherine M. Dunham, Ed.D, National Program Director Mark Rukavina, MBA, Deputy Director for Programs and Policy Gwen Pritchard, MPA, Deputy Director for Communication and Administration © 2001 by The Access Project This publication may be reproduced or quoted with appropriate credit. Acknowledgments The Access Project would like to thank and...
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...CENTRE FOR LANGUAGES AND PRE-UNIVERSITY ACADEMIC DEVELOPMENT LE4600 – English for Occupational Purposes Group Project: Compilation of Reports Section : 5 Group Members Khairul Bariyah Binti Abdul Rahim 1029528 Siti Nor Adrina Binti Nor Sidek 1014022 Izyan Izzati Binti Mohamad 1029132 Zurina Binti Abdillah 1125176 Prepared for: Foziah Binti Rahman Table of CONTENTs Corporate Profile 3 Minutes of Meetings 7 Field Trip Report 14 Recommendation Report 17 Letter of Transmittal 22 Proposal 25 Appendix 37 Corporate Profile CORPORATE PROFILE Company Name | Sunshiniem Sdn. Bhd. | Type of Business | Event Management | Address | B810, Tingkat 1, Jalan Bukit Ubi, 25200 Kuantan, Pahang | Contact | +609-33345345 | Vision | We aimed to be a leading event management company whom delivering quality services at affordable prices. | Mission | * Consistency: To provide services that are consistent in preparation and executions * Friendliness: To give friendly and reassuring customer services by putting our customers first before everything else * Responsible: To be strict in carrying out our duties and responsibilities towards our customers and services. * Reliability: To provide services those are constantly on time and reliable towards our customers. | Service Offered | * Consultancy on event ideas and advices * Volunteering efforts | Type of clients | * Small firms * Non‐profit organizations * Schools...
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...quality of care as "The degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge." The main focus of this definition is to treat and care for patients the best way possible the first time. When dealing with the health care of individuals there is no room for error. Health care has now been regulated for many years in order to ensure that all individuals are receiving the best quality of care regardless of their financial situation or their social status. The Joint Commission is a non-profit organization within the United States that focuses on the patient care within medical facilities. Medical facilities include hospitals, hospice agencies, durable medical equipment companies, nursing homes, and many others. The Joint Commission clearly defines the quality standards that are expected of facilities that directly care for the patient. It has developed an accreditation program in which holds facilities to high standards and expectations. The Joint Commission accredits over 17,000 health care organizations and programs in the United States (The Joint Commission). A majority of state governments...
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...The Doctor “Magistrate Communication Style” “Transformation” XXX TMGMT 314: Interpersonal Skills in the Workplace G. Kent Nelson, Ph.D. University of Washington – Tacoma 03 June, 2009 The Doctor Introduction The Doctor is a film that outlines the ways that doctors around the world think. It is about a doctor who finds out the hard way that there's more to medicine than skill in the operating theater in this emotional drama. The main character is Jack McKee, who is a gifted but arrogant surgeon. He cares little about the emotional welfare of his patients and is little more than a benign stranger to his wife Anne and his son Nicky. He has been suffering from a nagging cough for some time, and when he begins coughing up blood one morning, he finally allows another doctor to take a look at him. The doctor discovers that he has a malignant tumor in his throat that could rob him of the ability to speak, or even kill him. He now becomes a patient instead of a doctor, and learns first hand about the long stretches in the waiting room, the indignity of filling out pointless forms, and the callous attitude of the professional medical community. He also gets to know June, a terminal cancer patient whose joyous embrace of life as her time draws to a close is an inspiration to him. After recovery, Jack becomes more determined to be a caring healer and strives to be a better husband and father. But his new outlook on life turns former friends into foes, and dislike co-workers in to...
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