Essay on Case Study Analysis

1. Write a client outcome to help Mrs. Ross resolve the symptoms (i.e., defining characteristics). Refer to Section III (beginning on p. 119) of the Ackley and Ladwig text.

As president and chief executive officer (CEO) of Sharp HealthCare, Michael W. Murphy is tasked with a large responsibility. He oversees more than 16,000 employees, 2,600 affiliated physicians and about 2,100 volunteers. In turn, this workforce provides service and healthcare to a completely integrated not-for-profit system that includes "four acute-care hospitals, three specialty hospitals, two affiliated medical groups, five urgent care centers, three skilled nursing facilities, home health, hospice, state-of-the-art outpatient facilities and a health plan" (sharp.com, 2015, internet). Murphy 's healthcare career has spanned more than 30 years. He was appointed to his most recent position in June 1996 (sddt.com, 2015, internet). Murphy 's bona fides are numerous. His executive experience includes serving as Chief Financial Officer of Grossmont Hospital, beginning in 1991. He is a certified public accountant as well. In addition, since September 2002, he has served as the Executive Director of Jack in the Box (bloomberg.com, 2015, internet).

HOSPITAL STAFF PRESENT: Joseph Trapani, CEO; Rachel Beal, COO; Michael Felice, CFO; Pam Legette, CNO; Margaret Sledge, Director of Patient Access; Ramona Strickland, Director of PI/Risk Management; Felecia Arbuah, Director of Clinical Services; Quian Buford, Director of Residential Services; Jeri Harlow, Business Office Director

Tragedy strikes changing both Allie's personal and professional life. There is much for Allie to deal with. An emergency board meeting names both Allie and Hudson to joint CEO positions where they must work together.

Harvard Pilgrim Health Care was recognized as one of the best medical assistance provider. They had one of the best team of professionals. They had simultaneously won many awards for their best services offered in clinical practices. By the 1990s, they were stuck in an eccentric dilemma. Harvard Pilgrim Health Care wanted to expand their services with the growing trends and getting their projects within time but they were not only short on human but financial resources as well. The healthcare industry was growing on a very fast pace and it required Harvard Pilgrim to grow with it but unfortunately they did not have enough resources that sealed their growth.

Both of these hospitals had community leaders who cared about their future and were willing to invest community resources for a transformational change. During Valade’s tenure as Chairman of the Board at Henry Ford Health Systems, the Board of Directors invested over $1 billion dollars in new innovated projects and expansions of their hospitals. “Despite the poor economy, it maintained its Standard and Poor’s A rating and Moody’s A1 rating, increased its market share by 37 percent since 2005” (Welch, 2009). Dan Smith, a community leader, was the director of strategic planning in the community of Sebastopol, California. He noted that the hospital was on the brink of total collapse being unable to pay its bills. His bank stepped in and guaranteed a loan of $600,000 to the hospital (Hixon, 2008).

There is about 3.47 mg of iron present in every gram of hemoglobin, consequently, every milliliter of blood lost produces a loss of 0.5 mg of iron (Harper, 2012). The complete blood count details the seriousness of the anemia. Microcytic and hypochromic erythropoiesis is demonstrated in chronic iron deficiency anemia (Harper, 2012).

Action: MHS and MHP discuss Jonathan overnight medical appointment at MUSC. MHS explain having to stay at the hospical for the entire time. MHS report having to bring all Jonathan’s equipments and medical supplies. MHP and MHS discuss Joanthan’s behaviors

Sue went up to the busy front desk where phones were ringing and patients were waiting to schedule appointments. She knew it was not a good time to speak with the front desk staff. She decided to check the patient management system to see who had been making the reminder phone calls the day before. She saw that it was Denise and went back up to the front, leaving a note on Denise’s desk that requested she come see her in her office when the front desk cleared.

I met with Ms. Racheal today to discuss goal (G) of her final meeting with the CLC Nurse Manager. We discussed the current reality (R) in that Ms. Rachel was finally able to meet with the Nurse Manager, but the time was limited. However, she was able to explain and share her ideas with the Nurse Mangers. Ms. Rachel only options to meet with the nurse managers was to come to the VA on her off tour which shows her willingness to complete this great project. She explores the option (O) of coming here on her day off to meet with the Nurse Manager (NM) to discuss her project. (W) After meeting with the NM. Ms. Racheal has now scheduled three different dates to give staff in services about how to improve communication during hand- off report between

The Board of Directors and CEO has decided to transition me into a new executive role called Chief Information Governance Officer (CIGO). This position of CIGO requires me to get experience of leadership, which can ensure employee learning is strategically associated to the hospital's missions, transformational goals, and ideas; that corporations and governance constructions are established and maintained; and that inside and outside resources are successfully applied to maximum effect. In addition, my responsibilities will be to administrate coordination, investigate and evaluate all of employee’s education and training; coordinating and providing strategy and direction to national and field program offices for developing and implementing

The Unhealthy Hospital case is a very interesting one as it is a hybrid between economical and the social issue of affordable healthcare. Bruce Reid, CEO of Blake Medical undoubting task of trying to balance the hospital budget while not negating the quality of care. This is a very hard task to achieve as seen in recent history locally with Jackson Memorial Hospital who has suffered the same troubles. The results of Jackson have not been that good with massive layoffs and pay cuts for senior doctors. Bruce is trying to save the hospital by cutting the amount of clinics that are operated by the hospital serving the poorer communities. The problem is that he is confronted by two senior

In the article, The Case of the Unhealthy Hospital, written by Anthony R. Kovner, a through description of a struggling hospital, Blake Memorial Hospital, is given. This paper is a SWOT analysis, and addresses the strengths and weaknesses within the hospital, as well as opportunities and threats outside of the hospital and in the surrounding community.

Focusing on ways to safely decrease length of stay in order to make room for new patients and keep hospital costs down is a primary concern of healthcare institutions. An overcapacity of patients could cause a cancelation of operating room cases and delayed incoming hospital transfers, leading to possible losses in patient revenue. The purpose of this research is to analyze and discuss how to effectively decrease a patient’s length of stay in a hospital in order to save the most amount of money with the rising healthcare costs. Some of these approaches include reimbursement payment methodologies, technological advancements, proper triage and diagnosis, discharge practices, multidisciplinary teamwork and patient education.

In this unhealthy hospital case there weren’t many strengths to be seen from reading the case because lot of negative sides of the hospital were mentioned. Renovating the building and fixing all the leakages that are occurring so it actually looks like aesthetic place so the patient’s can actually feel more comfortable with a better looking place for their treatment. By keeping in mind of the long