Analysis Of ' A 350 Bed Not For Profit Supplier Of Surgical And Medical Services ' Scarlett Hospital

Leadership in a healthcare setting requires a great breath of knowledge specific to healthcare and but it also requires soft skills that can be translated to many other professional endeavors. This essay will examine the leadership style of a specific healthcare professional, the strategies and skills that she uses to motivate their staff members and the results or impacts of the application of the skills and knowledge of leadership. The interview of this leader allowed an insight into the inner workings of both the leader herself, but also into the challenges that her organization faces. A more thorough understanding of organizational leadership and culture in particular could benefit this leader and provide this leader with additional

There are several traits and strengths that these leaders will need for individual and the organizations to be successful. These future leaders will need to be independent thinkers that can bring fresh solutions to this new emerging healthcare market to help improve patient outcomes. In these changes, leaders will also need to understand value-based and be passionate about serving the needs of the customers, the patients. The future will require leaders to be able to motive and inspire others to achieve common goals. As population management grows and compensations methods change, healthcare leaders will need to be change leaders and create a change culture within organizations. Finally, healthcare leaders of the future will need to be able to find ways to cut budgets and be lean without sacrificing

Selecting the most appropriate strategic plan is essential for an organizations continuous growth and development. Specifically, looking at the health care industry, Cedars-Sinai Medical Center is a world renowned medical facility, that provides high quality health care services to their patients. This consists of everything from direct patient care to research studies. As a non-profit organization, Cedars-Sinai Medical Center is still a revenue generating business. With that being said, as a business they are required to analyze various tendencies in order to make the best decision that is most beneficial for the organization, the patients and all other stakeholder’s. By identifying Cedars-Sinai Medical Center’s

The adaptability of healthcare industries in an evolving world of change requires dynamics to identifying weakness and distinction. Often times, these organizational modifications mirror changes in the society. They are inspired by collective experiences, perceptions, norms, values, economics and political forces at a given particular period (Thomas, 2014). The purpose of this paper is to explore the organizational structure and leadership style of Greater Baltimore Medical Center (GBMC), identify its culture, mission, values and goals. The complex adaptive system, level of greatness and readiness for change will also be addressed.

There is a new trend in the health care provider market and the hospital has not stand ahead or abreast of the new trend. Today, it is estimated that 6,400 urgent care centers have been established nationwide (Ferenc & Stempniak, 2015). The American Academy of Urgent Care Medicine reports a higher number, 9,300 urgent care clinics estimation (Ferenc & Stempniak, 2015). Those numbers will grow. It is predicted that the “$14.5 billion urgent care industry will increase by 5.8 percent annually through 2018 to about $18.8 billion” (Ferenc & Stempniak, 2015, p.7). With numbers like that, it benefits the hospital to readjust its delivery of health services to look heavily at the new trend practices. The leaders failed to conduct a market and financial analysis. This may cause the hospital to loose its viability as a competitor. As a result, the hospital cannot identify market trends to stay ahead of the trends and be prepared to meet challenges that come along with those trends. In addition, it has failed to conduct a financial analysis to assess if it is profitable to implement new strategies to meet the market

This paper will examine the tactics Timothy Rogers the president and CEO of Scarlett hospital will use to reduce and or eliminate any potential negative impact on the Hospital due to a highway expansion that will decrease the drive time to the larger city. While the expansion will allow the citizen to have a shorter commute to access health care in a larger city this may be detrimental for Scarlett Hospital which is located in a smaller community. Timothy Rogers is fully aware of the challenges that are ahead for the hospital and is working feverishly with the staff to remain relevant and overcome any possible adversities. Mr. Rogers will review his currently marketing strategies and those of the competitors to determine what type of adjustments

Quint Studer founded Studer Group in 2000 (About Our Founder, n.d.). His prior experience as a teacher, department director, senior vice president and president of a hospital helped him build a platform for creating healthcare leadership tools, techniques and systems that aim to improve organizational performance and-most importantly-patient care (About Our Founder, n.d.). Improving a hospital's performance across all indicators can seem like a daunting challenge. But Quint Studer, founder and CEO of Studer Group, says findings from Studer Group's Learning Lab of nearly 800 healthcare organizations across the country indicate that it is possible (Dunn, 2011). In fact, three simple changes in the way you communicate with employees and patients

As a nurse leader, whether planning to develop and implement a change within an organization either through policy changes or evidence-based protocols, the readiness for change requires a keen understanding of the organization need based on the prioritized quality initiatives and requires the support of the stakeholders due to potential barriers. Roussel & Swansburg, (2009) identified “habits, complacency, fear of disorganization, set patterns of response to change, conservatism, perceived loss of power, ego involvement, insecurity, perceived loss of current or meaningful personal relationships, and perceived lack of rewards” as motivation factors to resist change (, p. 121).

This case study is about two merging hospitals Porter Regional Medical Center (PRMC) and Banner Regional Medical Center (BRMC) that are merging together but were once competitors. PRMC is located on the east side of town which consisted on 110 hospital beds with 188,000 square feet of facility space and 63 acres of land. BRMC is located on the west side of town with 154 patient beds, with 561,366 square feet of space and 6 acres of land; however, BRMC faces the dilemma of aging facilities and is granted the funds to renovate the facility with the completion of the project ending in the next three years. PRMC last year, faced a one million dollar lost and caused the organization to liquidate. Both organization CEO’s were interviewed to

Resource utilization is an important aspect in managing today’s healthcare world and resources in healthcare are limited, especially when it pertains to surgeries. It is vital for healthcare organizations to efficiently distribute resources while also not letting resources be wasted, these efforts do cost time and money. High performing, highly productive organizations can offer competitive edges against other organizations, however, organizations must strategically plan how this occurs. According to Sokal, Craft, Change, Sandberg & Berger (2006) the increase in the number of patients needing surgery, reduced number of operating rooms and staff shortage are reasons why surgeries and operating rooms are under capacity limitations. This paper will evaluate the operational strategy that was performed at Massachusetts General Hospital on maximizing the utilization of the operating and recovery rooms.

The broad focus of this case is one of strategy planning. Perpetual Mercy Hospital has to determine the best course of action to help the Downtown Health Clinic achieve its stated objectives of expanding the hospital’s referral base, increasing referrals of privately insured patients, establishing a liaison with the business community, and becoming self-supporting within three years of its opening. This last objective is jeopardized by the possibility of a competing clinic opening 5 blocks north of the DHC’s location. The underlying problem is that the DHC may not be self-sufficient within the projected timeframe, regardless of competition.

As the healthcare industry continues to evolve, it requires people who attain great leadership qualities. The success of an organization depends on employees that can inspire people around them to achieve greatness and deliver quality care to the patients. Being in the healthcare industry, we have seen many changes recently. Therefore, by having a person with leadership qualities to guide others through these changes, while maintaining an organization that can deliver quality care is indispensable.

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).

A country’s economy and well-being depends upon how strong its healthcare system is. A country would grow into a stronger nation if the people are mentally and physically stronger. Moreover, healthcare systems are usually complex and complicated systems and thus, they need a lot of attention. As Donley (2005) states, “[t]he changing patterns of health care delivery have increased complexity in all practice environments” (p. 314). By a complicated system, it means how different healthcare organizations together play a pivotal role in measuring success of a country’s healthcare system. These healthcare organizations further rely on various departments within the system which are in turn led by various leaders. Thus, it is evident how leaders are the key link in deciding the fate