Analyzing Managerial Decisions: Interwest Healthcare

Richard Veller, the new CFO for Union Medical Center, began to change the operations of their management. Richard Veller looked to change UMC to an industrial system, which meant that the hospital would view cases as products. Just like any ordinary business, these products would have cost objects and would require an accounting system. In order to allocate costs appropriately, UMC was required to organize their cases into Diagnosis Related Groups to create a functional management control system. These changes brought certain internal issues into the spotlight. If solutions are not found, the hospital will not be able to implement their plans.

Performance Management at Intermountain Healthcare Key Points   Operational focus - strategy rather than management. How will the organization prepare for the future if their primary customer (government) reduces spending? How will they address decreasing revenues caused by their increasing effiencies?

Hospitals have organizational structures that allows them to carry out their duties efficiently and successfully. What separates the organizational structure of a healthcare organization from a business, essentially that the hospital 's organization is chiefly founded on the amalgamation of medical and administrative staff (Carayon, et al., 2014). The organizational structure of the twenty-first century solutions in health care hospitals involves, both divisional and hierarchical structure. In the of the chain of command hierarchy, there are various levels of professional’s that fall under other levels within the facility, and each staff member is organized in regards to departments that are related to their (KSA’s) skills, attributes and job duties (Carayon, et al., 2014). Hospital organization philosophies is based on development of values and ethics, with the understanding on moral principles relating to human conduct. These systems are comprised with the processes in decision making and determining the best actions to consider between the difficult alternatives when pertaining to patient care.

Throughout this course I have learned about the various challenges that impede productivity and efficiency at today’s hospitals. These issues facing the modern healthcare organization come in varying forms from technological, staffing, and financial to name a few. There are no limits to what hospitals can face in these modern technologically savvy times. Below are the major issues that today’s hospitals are facing, though there are many facets to these topics it will be described as best as possible to meet overall challenges:

Also, there are many challenges for healing hospitals in five characteristics such as, technology and prescription drugs, business factors, bureaucracy, cynicism, and failed leadership. According to Chapman, it is clear that the importance of loving care has decreased as technology enhancement and scientific learning increased (2007). If we consider business factors, it is true that the way we spent money is what we see as valuable for us. By utilizing this many of the old charitable hospitals became high revenue corporations in these days. Therefore, business factors are crucial. Another challenging factor of the healing hospital is bureaucracy. Bureaucracy is very obvious while evaluating what

4) The purpose of the committee is to find the best possible solution to tackle the financial crises faced by the university. However, it is not something that is guaranteed to be accepted by the President. The president will consider the report of the committee as the solution to the financial crises but the president does have the power to override, make suggestions or modify the solution as he see fits. It was wise to appoint her assistants as the vice provosts, to the task force to ensure that the president had easy access to information and minutes of the meetings. While the intent is to lower the cost of fringe benefits, the president does not want to

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

ASIAN JOURNAL OF MANAGEMENT CASES, 7(2), 2010: 135–155 SAGE PUBLICATIONS LOS ANGELES/LONDON/NEW DELHI/SINGAPORE/WASHINGTON DC DOI: 10.1177/097282011000700204

Some hospital trusts and health authorities consistently outperform others on different dimensions of performance. Why? There is some evidence that “management matters”, as well as the combined efforts of individual clinicians and teams. However, studies that have been conducted on the link between the organisation

The three governing entities for hospitals-- the medical staff, the administration and the board of trustees—seemingly have the same goals of providing safe, quality patient care and to do so at a reasonable cost. Tension between the three often exists, however, despite the common goals. I believe there are three main reasons for this tension: Mistrust, unclear expectations and lack of communication. These three concepts are intertwined, with each one affecting the other two, so it generates a cycle that is difficult to break.

This assignment addresses the organizational changes and developments occurred at King Edgar Hospitals Trust, which was formed in April 2002, by merging three hospitals. This was carried out under pressure of government in order to reform Healthcare services provided by the hospitals. For complete one year, the trust was under the immense media coverage due to its waiting list and its continuous delay in healthcare services and huge financial deficit. After discussing all problems the trust was facing, board made some decisions and strategies to improve the functioning of hospital. They asked Tracey Burns to take the lead, who was a former matron.

Hospitals in today’s world require organizations that have a variety of people on their boards. Hospitals are usually run by administrators, board of directors, and other departments. Each of the many tiers of the hospital organizations has varied goals and achievements that they wish to accomplish. This article is designed to discuss some of the strengths; weakness, opportunities and threats (SWOT) of the hospital organization (Roussel, 2013). Internal and external forces will be discussed as factors of influence upon the decision making body of the hospital. An example of a problem found in many hospitals, the threat of patient falls will be analyzed. This article hopes to give a better picture of hospital organizations,

Memorial Hospital Case Study uses a series of communication between different level and functional hospital employees to paint a picture of how this hospital operates. This paper will analyze and summarize key characteristics underlining the organization structure, management style and leadership, identify major challenges and recommend workable solutions.

Following are three different situations in medical centers of how taking decisions caused cost crisis in their facilities and for the Organizations. We realize that when the employees are not happy and when the Leaders make errors in judgement and behavior the economic ramifications are huge.

The common scene then in the hospitals was that the team processes are brand-centered which affects the quality of service. then the condition changes , domestic private hospitals emerged and the public become more educated and more concerned about their health which demands high quality service provision which needs high managerial attention.