A Study On The Three Links Campus

SUMMARYThe case, "Greenhill Community Center", depicted the dilemmas and crises that the new Executive Director, Leslie, had encountered after she got accepted as the new Executive Director of the Greenhill Community Center. She had an MBA degree, and she personally thought that she had enough experience in each area to manage all directors and staffs by using all she had learned from school. However, one year after she worked at Greenhill, she started felt frustrated and hopeless.

Moreover, this case study analysis focuses on AMC and the challenges that the nonprofit faces during the restructuring of a club that operated primarily by volunteers to a professional managed organization. This case study analysis will provide the following: descriptions of the problems AMC is challenged with, an identification of AMC’s major players using a stakeholder analysis, and finally, provide recommendations and strategies to solve AMC’s challenges. After conducting this case analysis, one will understand how an organization can experience significant challenges as it transitions so that an organization can stay competitive in the nonprofit sector.

How have the values, attitudes, and beliefs of this organization developed and changed over a 40-year period, and how have these changes affected the way they deliver services?

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.

The organization I chose is my current workplace, and that of five years, Rogue Community College (RCC). Established in 1970, RCC serves residents in Jackson and Josephine counties at eight different learning centers in Grants Pass, Medford, White City and the Illinois Valley. A non-profit, comprehensive, two-year, public community college, RCC offers six two-year degrees, 73 career and technical training programs, 22 Career Pathways certificates; and a variety of workforce and short-term training, academic skills, and continuing and community education classes; plus, services to the businesses community. One of 17 community colleges in Oregon, RCC is accredited by the Northwest Commission on Colleges and Universities. We have a current Board of Education with less than ten members, have less than one hundred full time faculty instructors, and nearly six-hundred-part time instructors. Our funding levels are currently split between student and state funding. Our administration is a compilation of one President and three Vice Presidents. One Vice President of Student Services (chief student services officer), one Vice President of Instructional Services (chief academic officer) and one Vice President of College Services (chief informational officer). We have nearly ten thousand credit students and around seven thousand non-credit students. Fifty-six percent are women and forty-four percent are male, with the average age of thirty-two.

1.) Galen is a business. We pay money to receive a service--a service we were led to believe was cutting edge, progressive and of unparalleled caliber. It is not a small sacrifice we have made to be a part of this program and we find that as "customers" of Galen, the business transactions of the institution have fallen short of expectation. We do not receive regular bills or statements from Galen administration that reflect what we owe and this has caused

Lewis acknowledges, “The outdoorsy, summer camp feel of the place is accentuated by a treehouse conference room, barnlike building and sheds with gridded windows, and a plethora of wooden decks and porches. But the campus also feel oddly urban-and, at times, stark and un-welcoming. The pallid, neo-industrial two-story buildings are built around a winding cement road, reminding employees that this is a workplace, after all” (365). Lewis describes the A&F atmosphere. It feels like a summer camp, a place Lasn would agree where we are “free to roam and recreate.” One might feel privilege to work there because only select groups are allowed to work there, attractive people. However, the welcoming atmosphere is conflicted by the appearance of the buildings; it’s like a reminder that it’s a workplace. Lasn could agree that the appearance is like an unspoken reminder of a rule to keep employees or to his understanding, cult members, under control.

This street, quiet and empty the night before, turns into a bustling, crowded street, overnight. As I cross the street, the 3 large brick and academic buildings catch my eye. On the far left is McCleary Student Center. It’s large shiny front glass window glistens in the sunlight, reflecting the image of the landscaping just outside. Outside, luscious green bushes and prestigiously maintained grass connect the ever-so-modern campus with the wonders of nature. Directly inside, Price Auditorium, with its grand jet black stage, and maroon upholstered stadium seating, acts as a central meeting spot for the school, and brings together the Severn community on a daily basis. In the time I've been in high school, the spectacle which is Price Auditorium, seems so much more important. It is here in which intriguing ideas are shared, and paramount issues are thoroughly discussed. As I exit price, I follow the scent of hot food up the speckled tile stairs leading up to to the cafeteria. Inside, I can pinpoint the table I always sat at in middle school, with a refreshing view out the back window, where you can catch a glimpse of the river, just beyond the tree line. The cafeteria seems almost like a restaurant, with many unique dishes to chose from. The cafeteria satisfies hunger, while the rest of the 3 academic

My current school, Landmark College, is an extremely small college in the town of Putney, Vermont. To be honest, I only ended up here because my mom forced me to come here for a summer program while I was still enrolled in The University Of Hartford. I was doing terribly in school and she thought the program would help straighten me out. Landmark College is the only college in the country specifically for student with learning disabilities. As someone with extreme ADHD, I’ve always struggled in school and at the University Of Hartford I wasn’t getting the help I needed at the time. Nobody ever really taught me how to manage my learning differences until I attended the summer session at Landmark. I truly hated the school at first. Being from

In an attempt to learn what a thriving HIM department looks like, I and three of my classmates visited the offices of Diane Premeau, who holds an MBA, PHIA, CHP, and CHC, the HIM Director for O’Connor Hospital. Diane has been with O’Connor for approximately 10 years and she was an excellent source of information, was very energetic and was generous with her time. O’Connor is a non-profit hospital that has been in operation for over a 100 years. O’Connor is part of the Daughters of Charity Health System (DCHS). Earlier this year O’Connor hospital, a part of Verity Health announced a comprehensive revenue cycle management (RCM) agreement with Conifer Health Solutions.

Ellen Zane had her work cut out for her at Tufts-NEMC. The Tufts University affiliated teaching and research hospital had long been on the decline. It was mired in financial difficulty, was falling behind other teaching and research AMCs, and was not effectively serving its local community. Beginning on the day she accepted her position as CEO, Ellen Zane started on a path of reform. Upon learning that the hospital only had 10 months of cash on hand, she began brainstorming on how to make the hospital financially viable, starting by meeting payroll needs first. She discovered that Tufts-NEMC was being drastically underpaid and began looking for solutions to the problem of reimbursements. One of the more

Schein explores the next level of organization culture to be the espoused beliefs and values of the organization. These are the values that are often written and posted with the mission and vision statements of Westchester. These values express the beliefs of the organization as serve as a guide to the expected behavior of the staff. When you join the Westchester team you are challenged, rewarded and recognized for being exceptional. They have developed successful systems which enable their teams to achieve enhanced resident satisfaction. Their administrative staff work together to manage the day-to-day operations and business-related activities. The dietary staff ensures that the special dietary needs of every resident are met in the nutritious

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).

Blake Memorial Hospital was already in a huge debt and Reid could only borrow a certain amount since the hospital had to pay its previous debt, so Reid thought of cutting down the costs. He also thought closing down the clinics would give a great boost to the financial condition of Blake Memorial leading to provide better quality of care for the patients. But there was a debate about closing the clinics because the director of clinics of Blake Dr. Susan Russell didn’t want the clinics to shut down. She argued that the patients that visit the clinics they wouldn’t visit the hospital even if they were getting free transportation provided. Reid was confused about how he should improve the quality of care and manage the financial records of his hospital that was in charge of. He asked Dr. Russells to send him the report of clinics records to see what kind of patients come in and for what services.

There are many organizations that are very familiar to me; however, there is one organization that stands out among them. The name of the organization is Ritz-Carlton Hotel. Ritz-Carlton hotel was founded in 1983 and headquartered in Chevy Chase, Maryland, United States of America. The organization has accumulated well over ninety (90) hotels in twenty-nine (29) countries. Its vision is “inspires life's most meaningful journeys” (Ritz-Carlton Hotel, n.d.).