Case Beth Israel Harvard

1. How has the Investment Office selected, compensated, and controlled private equity fund managers? What explains the differences between their strategy in private equity with that in other asset classes (e.g., real estate)?

Various internal and external factors influence quality management and outcomes in hospital organizations. One internal factor that affects quality management and outcomes is leadership within the organization. Leadership is important to have successful quality management outcomes because if the leadership does not support it, no change within the organization will be successful. “This commitment must be shared by the board of trustees and all senior clinical and administrative managers and understood that it is a long-term process” (Chassen and Leob, 2011). Leadership is one of the most influential internal parts of the quality management program. Leadership can either help the organization succeed with their support or help the organization fail if they do not support and follow

Quality management is essential to the success of the quality improvement of the health care industry. “Management uses management and planning tools to organize the decision making process and create a hierarchy when faced with competing priorities “( Ransom, et al., 2008). Quality measures should have these goals: effective, safe, efficient, patient-centered, equitable, and timely care (Quality Measures, Center for Medicare & Medicaid Services, 2011).

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:

This quality improvement discussion will review the purpose of quality management in health care industry and why it is needed. Included in this QI report will be an explanation of the

For the purpose of this paper Chesapeake Regional Medical Center (CRMC) has been chosen to discuss the organizational structure. CRMC is an independent, community focused organization that has been founded in 1960 by the community members. The mission of CRMC includes the improvement of health and well-being of the citizens it serves. The hospital incorporates the following major core values in the delivery of patient care: service, dignity, excellence, justice, and innovation. The future vision of the hospital

The way we practice healthcare and healthcare organizations are changing due to the pressure to reduce costs, improve the quality of care and to meet rigorous guidelines. This change has forced health care professionals to examine we evaluate our overall performance. Paradise Hospital, Inc. has not had any service improvements since 1995. A physician named Avedis Donabedian (2005) proposed a model for assessing health care quality based on structures, processes, and outcomes. He defined structure as the environment in which health care is provided. This is known as the organizational characteristics such as the measurement of staffing ratios and the number of hospital beds. The process is described as the method by which health care is provided. This represents the communication and interaction seen between doctor and patient. The necessity for the tests and procedures performed. The outcome is defined as the consequence of the health care provided, was there a desirable or undesirable effect.

Beth Israel Deaconess Medical Center is able to successfully respond to the dynamic nature of the health care industry by continually improving the quality of their health care organization. Since they are a large institution they have the flexibility to have a multitude of programs which results in specialization of said programs. One that directly contributes to improving the quality of the organization as a whole is their Department of Medicine Quality Improvement and Patient Safety (QI/PS) program. Quality is value/cost and Beth Israel Deaconess Medical Center felt that quality was so important for their patients and employees alike that they allocated an entire department to its structure and function.

As I just finished reading this article about the ex-Stanford student who only received six months imprisonment for raping an intoxicated female. Additionally, reading this really aggravates me because not only did you rape someone but you never owned up to it. Brock Allen Turner committed a serious crime and is not paying for it, I feel this is where the race card can be played because his sentence was such drivel and did not match the crime. It is no way no one in the right state of mind thinks that a six-month sentence is equitable for the actions that he committed. This 23-year-old female had everything snatched from her in a matter of night that was supposed to be fun, she did not arrive at this party with this thought on her mind of being

Glickman, S., Baggett, K., Krubert, C., Peterson. E., & Schulman, K. (2007). Promoting quality: the health-care organization from a management perspective. International Journal for Quality in Health Care.

Dr. David Torchiana (Cardiac Surgeon) and Dr. Richard Bohmer (Quality Improvement Administrator) want to improve the process in the hospital by

Overall, Blake Memorial Hospital has a variety of different strengths and weaknesses inside of the organization, as well as opportunities and threats in it’s macro

Teams working in a hospital or other healthcare setting may consist of several physicians, nurses, medical assistants, referral coordinators, pharmacists, therapists, and students among others. Such large teams can provide comprehensive care for complex and chronic illnesses, but when they fail to work well together, they

“…anointing winners and losers on the basis of 12 months’ worth of performance is silly in the context of portfolios that are being managed with incredibly long time horizons.” — David F. Swensen, Chief Investment Officer, Yale University1

However, the recommendation concluded for the president was “it would be very important to keep everyone on their toes about quality control”. When leaders of the hospital do not solve root causes of issues and subscribes to superficial remedy that only covers up the real problems. The problems will not be solved and similar mistakes and errors will continue to occur.