Attica Memorial Hospital

Physicians located within wealthier and more populous areas have slightly better access to equipment and infrastructure, but the conditions differ only slightly. Doctors are extremely rushed with a constant overflow of patients and consistently working in hot rooms with little air circulation. This is problem does not only exist in the public clinics of general physicians. Specialist physicians have a persistent flood of patients who do not need a specialist’s care, but seek the specialist because there is no general physician available.

Employee Engagement - This is the communication between an employee and staff on all levels. There are 3 dimensions of employee engagement - Intellectual, Affective and Social. If these dimensions are positive, encouraging and work related, staff will feel valued and make greater contributions towards the organisation.

In an official report of the events that occurred at Attica Correctional Facility, the McKay Commission, called it the “bloodiest one day encounter between Americans since the Civil War.” From September 9th, 1971 to September 13th, 1971 inmates took control of Attica in hopes of gaining leverage on the demands of obtaining the removal of state control over the prison, livable conditions, amnesty for crimes during the rebellion and diversity among correctional staff. For five days, inmates ceased control of this state operated prison by taking hold thirty-nine guards and employees as hostages. After four days of negotiations, state officials retook the prison by lethal force killing a total of thirty-nine unarmed citizens, ten of which were

The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However, because of the intensity of the demands placed on nurses, only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour. In periods of extremely high demand, temporary part-time nurses may be hired for a limited period of time. Temporary nurses are paid $15.00 per hour. Memorial Hospital has a policy that limits the proportion of temporary nurses to 15 percent of the

We ask our stakeholders to look into our following recommendations. Money and recruiting physicians (primary care) are the two of the biggest components that would lead to successfully turning the

A long standing tradition is highly valued but compromises may need to be implemented in order to keep up with the proceeding changes in the medical field. Johnson proposes that the current

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

While Carson is developing a financial plan, she should also look to develop a completely new strategic plan for the company that sets the tone for how the company is going to direct itself for the next 3-5 years. This is another good opportunity to get the board involved and to make them a part of the conversation of what direction they want to move the company toward in the coming years. Carson should stress the companies market position with them and what they could do to improve on that position. Barclay Memorial is licensed for 400 beds but last year operated only 275 beds with an average daily census of 249 patients. Despite these low numbers, the number of deliveries last year was at an all time high with 3,216 and this number is likely to increase the following year. Surgeries also totaled 6,201, which has the potential to increase, if Carson can get the hospital on board with expanding the number of surgeons at the hospital to handle increasing patient volumes. Orthopedics should also be a topic of conversation as it is in a position to grow in the future. By looking to improve on these services, Barclay Memorial can expect to improve on their position in the market.

3.2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers

1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas?

He also worked with Central supply to review every piece in each set of instrumentation. Dr Booth’s procedure required a member of central supply to watch the procedure and learn how the tools were used. He also incentivized them by providing free professional sports tickets to make it interesting for them. His resulting efficiency was only possible because he was able to influence the hospital to grant him his requests. The hospital on its part had a lot to gain from this. RMC was rated highly in the business main due to Dr. Booth’s and his colleague’s efforts. Unit 3B ortho was responsible for 22% of net patient revenue. The resource utilization was also dominated by Dr. Booth’s practice. Dr. Booth’s reputation was also profound. In short the hospital had several things to gain politically due to Dr. Booth’s activities and it made sense to support his productivity efforts. Question 2) There are several advantages of Dr. Booth’s methods are very well documented by (Refer Exhibit 1). He is able to achieve economies of scale. 593 cases in the year 2001-2002 and 2500 plus knee replacements per year in 2006, resulting in higher net patient revenue and lowest contributions per discharge to the hospital (Refer Exhibit 3). For example for Medicare patients in the year 2006, orthopedics (unilateral and bi lateral) in total resulted only in a net contribution of 760, which is much lower than most specialties.

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

Several existing problems precipitated the creation of the triage system implemented by Kathryn Angell in an effort to deliver improved medical care. The main problem was a lack of coordination in service delivery. This lack of coordination caused excessive wait times on the order of anywhere from 23 to 40 minutes to see a nurse, 40 to 50 minutes to see a doctor, and as long as 55 minutes to get a prescription filled. The practice of all nurses being involved initially in seeing all patients caused duplication of efforts, including repeating questions and examinations, and resulted in procedural bottlenecks. Additionally, there were inconsistent levels of service and extreme variation in treatment because of the different experience

This option has great potential for generating patient retention and referrals due to DHC paying attention to patient’s requests increasing their loyalty and people willing to attend DHC opposed to the new clinic. Although this alternative would increase patient’s visits, profitability is not a guarantee. This option would also require an increase of 33 percent in personnel costs and cost of the other physician.

The first question regarding this case study is what features of the appointment scheduling system were crucial in capturing “many grateful patients.” As I read the case, some of the features that strike out to me are as follows: (1) a careful allotment of proper time to each patient according to the individual’s needs; (2) giving each patient a specific time such as 10:30; (3) keeping openings in the time slot for emergency patients, (4) punctuality and strict rules against no-shows, and (5) having adequate amount of examining rooms and assistants. The second question for this case is what procedures were followed to keep the appointment system flexible enough to accommodate the emergency cases, and yet be able to keep up with the other patients’ appointments. The assistants are instructed beforehand to keep openings in the time slot for emergency cases. The number of openings is dependent on what times of the week that is available and possibly different seasons. Most of these emergency cases are taken care of after initial patient visits are completed. However, if there is an interruption due to a short notice emergency case, the doctor would still be able to catch up without having to reschedule. If that emergency case happens to be longer, patients are given the option to reschedule for a new appointment or wait. If the patient chooses to wait, the assistants would try and fit them into one of the emergency cases slots.