A New Brand for Senior Health Plus

Current numbers show substantial growth from the eighties, and estimates suggest that the demand for long term care among the elderly will more than double in the next thirty years. (Feder, Komisar, and Niefeld) This growth will exacerbate concerns about balancing institutional and noninstitutional care, assuring quality of care, and most importantly adopting and sustaining financing mechanisms that equitably and adequately protect the elderly who need long-term care.

In this paper we will examine the management style of Google Inc. We will also evaluate two key changes in the selected company's management style from the company's inception to the current day. Indicate whether or not you believe the company is properly managed. As well as explain senior management's role in preparing the organization for its most recent change. Provide evidence of whether the transition was seamless or problematic from a management perspective. Also we will evaluate management's decision on its use of vendors and spokespersons. Indicate the organizational impact of these decisions. And we will look

Founded in 1946, Seattle’s Group Health Cooperative was created by doctors and community members who believed that there needed to be a health care program that was affordable, member centered, and held principles of social justice. This cooperative was one that had been successful for many years, but just recently was acquired by the not for profit Kaiser Permanente health-care company on February 1, 2017 for 1.8 billion dollars. Although Group Health is a cooperative and Kaiser Permanente is a nonprofit healthcare company, they have similar views on how they run their companies because both have missions to put their members and employees first. This is something that the articles stressed because this merge is going to affect thousands of members and employees. I plan on focusing on the process Kaiser Permanente had when wanting to take over Group Health Cooperative, the pros and cons of the final decision to merge the two healthcare programs, and ultimately how Group Health’s marketing and management strategies will be implemented in the merge. (12)

In fact, according to an article by Senior Care Marketer, “The senior care industry is booming and it’s just getting started as the baby boom generation cares for their aging parents and require care themselves as they transition into their own senior years. People sixty-five years and older represent the fastest-growing age group in the United States, and it is projected that the 75+ population will increase 70% by 2025. By 2030, 70 million Americans will be over the age of 65 – that's one out of every five Americans!”(Senior Care Marketer). With that said, there a number of competing firms that are seeking to reap the benefits of this growing industry. Sunrise Senior Living is currently the leading competitor in the senior care industry. However, there are number of other firms that are close behind including Brookdale Senior Living, Emeritus, Gentiva, Odyssey Healthcare, and ResCare.

Competition in the long term care field has forced the organization to strive for cost efficient solutions and have realized that sometimes this cost effective solution involves becoming part of a greater system. Groups who have combined interests begin

Throughout the years, health care leaders have tackled many challenges in the health care organization. Some of the challenges include knowing the difference between needs and wants, affordability, and sustainability, consequently these challenges can be confronted by evolving and transforming over to modern business models. For health organizations to be successful they must use planning, decision making, and training. Regardless of the changes, health care organizations must conserve excellent services. The purpose of this report is to recapitulate information shared throughout an interview between Dr. Kyle Grazier and Ronald G. Spaeth. The interview gave readers insight on Spaeth’s work, educational background, awards highlighted, and his philosophies or strategies for health care. This report will also enclose the biggest obstacles that Spaeth believes today’s health care administrator is facing in addition to the school of management theory he mostly used and why. In conclusion, I will state my opinions on Spaeth’s approaches and the lessons that individual’s can learn from the interview.

the three levels include organizational level sources of job insecurity, increasing employee resilience to feelings of job insecurity, and minimizing the negative effects of feelings of job insecurity. to achieve promoting the three levels organizations must inform employees about upcoming changes that could increase feelings of job insecurity, increasing levels of organizational communication to employees, encouraging greater employee participation and involvement in potential organizational changes, offering employees a “realistic preview” of potential organizational changes, increasing the amount of control employees have over their work, and helping employees adapt to upcoming changes. As for other research conducted on the success of organizational restructuring, downsizing and cost-cutting carried out in the health care sector has highlighted the generally low levels of success in these efforts, approaches that were dysfunctional and efforts that seemed to work. As mentioned previously, Burke and Singh (2014) reported consistent findings on a study conducted 20 years ago on job security. The findings concluded hat It is clear that any attempt to increase job security has failed as many employees reported unsatisfaction in their workplace. healthcare sectors and organization need to take the

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

With the growing rate of the elderly, increasing the need for our services, the growth potential for our business is enormous. As long as we stand by our commitment of a professional company and live up to our own standards, we will surpass the

changes that have taken place in the company. Devising a strategy within health care can be local

Core changes are less common than peripheral changes in the organization of hospitals. Using Lee & Alexander’s study 1 percent of the hospitals had core changes compared to 36.6 percent having peripheral changes. The percentages of change clearly identify peripheral changes as the more common organizational changes thus making it the more detrimental of the two. Another limitation should have been added stating that the rates of failure in core changes was not separate nor compared to those of peripheral changes.

Unfortunately, our town hall meetings and employee discussions consistently reveal the company is always behind or falls short in the area of strategy and operating plans. There have been several changes administered within the company specifically focusing on customer experience and claim life cycle time. These changes also directly affect the employee’s job performance and load. At times it seems changes are not considered or do not come to fruition until another company

While many health care practitioners are willing to change, the issue is that change is often mismanaged by leaders whom are either incompetent or lack the resources to follow through in the implementation of change. An example was documented in a study of a California hospital unit where patient satisfaction scores rose and immediately fell. At the time, the hospital was going through transition. The nurses in the unit saw this as an opportunity to improve patient satisfaction score. They initiated the process by recommending that the new chief executive officer (CEO) change the current procedure to one that could led to the improvement of patients’ satisfaction. The result, in a few months

Organizations are dynamic living systems and change is an inherent capacity of living systems. So organizations need people who can perceive, understand and work effectively in order to make positive changes (Dawson & Andriopoulos, 2014). Our team assessed the organization which was the hospital where the readmissions of elderly population have increased. The assessment revealed the possible causative factors behind the readmission of elderly before thirty days of discharge. Patients may not recollect all the discharge

Explain Senior Management’s role in preparing the organization for its most recent change. Provide evidence of whether the transition was seamless or problematic from a management perspective.