A Letter For The County Commissioners

Through this evolution, these pieces show the reader the concrete was that groups assured control through different methods of asserting authority. Since Starr wrote both of his chapters the evidence for how physicians finessed the healthcare system to their benefit through the use of authority is straightforward since he developed the language that is being used. However, when looking at Gambles chapter the evidence isn’t as clear. When looking at the creation of both the Providence Hospital and the Frederick Douglass Memorial Hospital both Dr. Williams and Dr. Mossell employed tactics to increased their authority over desired parties. As a starting point, both men used their limited societal authority at the time to further their education and become physicians (Gamble 16,20).

This paper reviews and analyzes three main issues with the first one being leadership. Other sub-issues involve lack of vision, coercive leadership style, using taxpayer’s money for personal benefit and irresponsible top management. The organizational structure, mixed communication, and no clear indication to who to report to is the second. The third

After reading the case study it seems that one problem between the hospitals and upper management seems to be lack of communication. It seems that Singh and Mrs. Manzoni have not affectively communicated to the hospital administrators what the goals of the company are and what is best for the company. I believe that Mrs. Singh and the hospital administrators value the importance of two different things. Mrs. Singh values the importance of correct data entry into the firm’s management information system. While, the hospital administrators seem to be placing more value on the importance of patient services. In addition, it seems Mrs. Singh does not know what

In many ways, the hospital system in America is set up mirroring our government. They are similar in the way that checks and balances have been set in place to ensure the best possible care is delivered to patients. With these checks and balances there are three main bodies; the governing board, medical staff, and executive management (Showalter, 2017). The duties and responsibilities of each body many times is to oversee and continually check the others. A prime example of this system can be seen through the case of Moore v. The Board of Trustees of Carson-Tahoe Hospital, which took place in Nevada and was heard before the Supreme Court of the state in 1972 (Moore v. Board of Trustees of Carson-Tahoe Hospital, 1972). Specifically, in this case, the duty of the governing board to “exercise reasonable care in selecting and retaining medical staff” is questioned in contrast with the right of the physician to have “due process… when disciplinary action is taken” (Showalter, 2017). In hopes of changing a decision by the governing board, and attempting to reverse the decision of a lower court, the appellant, Dr. Moore, brought the case against Carson-Tahoe Hospital (Moore v. Board of Trustees of Carson-Tahoe Hospital, 1972).

The organizational ties that the Lees had to the hospital and its staff were characterized by miscommunication, condescension on part of many of the professionals, and mistrust on both sides. That the Lees distrusted the doctors in spite of their training offended the doctors, and the lack of assurance

There are several issues that Lawler as the CEO must address in the above case. At first, Lawler is expected to address the issue of Jeremy Spring, a patient who had just been brought to the emergency department. His case is complicated because he is found to be above the federal poverty level, which is mainly used as the basis for granting charity care at sunrise. However, it is also eminent that despite his level, he cannot foot his medical bills and from the medical services that he had received, he could end up in a financial burden. Despite all this, Spring had no home where he could be referred to for medical care despite his health. This became a serious issue that called for Lawler attention as the CEO. The issue of the hospital charity care policy was also another issue that called for Lawler attention.

On a snowy January evening, the Midwestern Medical Group (MMG) management team held a retirement party for Judith Olsen, MMG president. During the evening, Olsen reflected back on the years she had worked for MMG with mixed feelings about her experience. Over the course of their eight-year integration

This paper strives to answer questions based on the case study “Emanuel Medical Center: Crisis in the Health Care Industry”. As excerpted directly from the case study, Mr. Robert Moen, Emanuel Medical Center (EMC) president and CEO, was experiencing a number of challenges in 2002. The medical center faced numerous challenges in its external and internal environment. First, EMC garnered an onslaught of negative attention for the “Haley Eckman incident” in which a young man, who happened to be a gang member, died within view of EMC’s Emergency Department (ED) medical personnel rendered no care and watched. The emergency department at EMC was also experiencing greater pressure to deliver services in an increasingly

And the fact he deemed it unnecessary to speak to the patient is a huge violation of the doctrine of consent and portrayed him to be an insufficient health leader by not following the guidelines put forth in all hospitals to abide by to ensure it’s best to the patients. His incompliant ways can affect the future of the hospital putting in jeopardy many jobs and lives.

One way to view the HealthAmerica Mount Olivet Medical Center Intergroup Conflict Case is from the human resource frame. This frame puts the human perspective as the focal point of the issues surrounding HealthAmerica. Using the human resource frame to define the issues will explain underlying reasons for the issues and provide options for mitigating the issues at hand with the aid of Argyris and Schöen’s theories for action. Nancy Grower’s desire to keep control over MOMC’s nurses conflicts with HA’s corporate and Sheila Hines’s objective to standardize nursing’s Professional Standards Committees across the health system.

Management has changed significantly over the past 50 years. The role of leaders in an organization is an ever changing thing. At one point, a manager was also the owner of the company, and thus used a carrot and a stick to get his employees to work, just like a parent personally invested in the raising of their child. Not anymore. Nowadays, leaders are there to “serve” their employees. The focus is on motivating the individual, achieving organizational goals by integrating each and every individual into the system. We no longer rely on a one size fits all approach, and management theory is no longer focused on having a winning philosophy, or motivating large groups.

And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

Additionally, the unwillingness of the business office employees to accept onsite help from the hospital financial analyst team. They appear to be content with the status quo, which has resulted in their current financially precarious situation. They do not have the foundation needed, which should be as described by Weiss, Hassell, and Parks (2013) “…fertile enough to accept the seeds of change and to nurture them to grow” (p. 492).

The unhealthy hospital case is about a hospital named Blake Memorial that has been in a very bad shape, lacks in providing the best quality of care, is in debt, and financially imbalanced. It is important for a healthcare set up to maintain balance in the financial system so the stakeholders and customers who are the patients their interests are met. If the hospital is lacking in providing the best quality of care for its community and the community is in high needs of the care than the CEO’s of the hospitals need to make a change. The patients (customers) look for getting the best services and better results from a hospital and the stakeholder’s looks for better profitable gain from their business by running the hospitals. In this case