Chesapeake Regional Medical Center (CRMC)

An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.

I think the strategic mission should be revised. The Medical Center is in an older urban area with smaller shops and businesses. The community is trending towards a predominantly elder population. There has also been a decline in compliance with T.J.C. standards. Staffing supports new program development and the physician staff is in abundant supply. There are also major issues that need to be addressed, such as shortages in clinical staff, non-interfacing information technology systems, antiquated facilities and infrastructure, and a shift to its financial mix. Careful assessment of the aging person's

Greater Baltimore Medical Center (GBMC), a leading healthcare center in Maryland, focuses on patient-centered care. In 2007, GBMC chose The Beryl Companies to manage its customer assistance and physician referral services (GBMC, 2016a). Beryl is known as the best “healthcare-exclusive customer interaction center” (GBMC, 2016a, p. 1). The call center is accessible 7 days a week, 24 hours daily. Trained staff strategically aligns callers to GBMC physicians based on callers’ preferences, location, native language, and medical specialty. The goal is to make scheduling appointments effortless for their patients. Also, callers are mailed a hardcopy of the list of physician referred.

Stakeholders at all levels of a healthcare organization benefit from the collaborative practice model since it crosses boundaries that span all disciplines and departments to create a team-based planning and treatment approach. This strategy is conducive to meeting the requirements of healthcare reform that promote patient-centric care while maintaining efficient operations, optimized reimbursements, reduced costs, and most importantly better patient

Community Memorial Medical Center (CMMC) is a 250 bed hospital with an employed medical group located in a suburban community. The organization has recently gone through a change in leadership and you have been hired as the Vice President for Planning and Development. CMMC has conducted strategic planning processes in the past, but the general in consensus in the organization is that plans have ineffective and “sit on the shelf”. The new leadership wants to infuse a philosophy of strategic management into the organization. You are meeting with a group of department heads which includes the physician medical directors for the Emergency Department and the Medical Director for the hospital owned clinic. Your job is to explain the strategic management process to the group. Your presentation must include:

The Cramton Memorial Hospital has been around for twenty-six years and the hospital has its own twenty-four hour emergency department and as well as their own urgent care. Cramton Memorial Hospital is located on the east coast and is a 225 bed regional hospital. Recently, the hospital has been experiencing a problem with nursing retention. In fact, roughly 60% of the staff is over the age of 45 and are facing retirement. While conducting a survey, the hospital administration found out that the wok was too physically demanding and most nurses were physically exhausted and felt emotionally burnt out. Due to the problem, in the last two years the hospital has had a number of nurses leave which has caused Cramton Memorial Hospital

“Texas Health Harris Methodist–Cleburne, located in Cleburne, Texas has 137 acute care beds and over 80 physicians on its medical staff. It is part of Texas Health Resources, a large, nonprofit health care delivery system in north Texas that oversees 14 hospitals (Lashbrook, A. 2009).” In this paper I will summaries the systems approach of Texas Health Harris Methodist–Cleburne with a very brief over-view of the organizational theories, analyze how Texas Health Harris Methodist-Cleburne is a learning organization, explain the organizational structure displayed in this case study, describe the leaders involved in this case

There are certain influences that encourage the development of a health care delivery system. As Roemer (1991) indicated, the organization of a health care facility depends on the health needs of a society. The simple definition of organization is the association, business, or club that is formed for a particular purpose with a set of objectives and goals (Organization, n.d.). According to Roemer, “the ultimate objective of an organization in a health system is to promote or protect peoples’ health…” (p. 49).

There is not teamwork and “The needs of self-come first.” There is the shared assumption that things have always been this way or worked so well in the past that they are considered the correct way to think and act in healthcare. If more of the organizations had an adaptive culture followed the example set by the Mayo Clinic employees could focus on the needs of the patient and less on the financial aspects of the

To emphasize, as a Supervisor of Pre-Access Services at the hospital, Ms. West (2016) construes that centralization is necessary at the higher levels of management in her department of Pre-Access Services (n.p.). Furthermore, Ms. West (2016) also construes that the organizational structure of centralization is necessary to handle the daily responsibilities regarding Rockford Memorial Hospital’s patients (n.p.). However, as to healthcare teams in her department, Ms. West (2016) acknowledges

Rocky Mountain Medical Center (RMMC) is a nonprofit hospital and is the result of a merger between a legacy community hospital and a local university hospital. The merger was an intent to gain greater market power with third party payers and more efficient operating costs but actually resulted in significant operating losses due to lower reimbursement rates and more intense competition. The merger consolidated administrative staff which was financially beneficial but decreased the quality of care between the units. RMMC is motivated to stay on the front page of health care delivery and is dedicated to innovations improving processes and programs that impact quality outcomes.

Healthcare in the twenty-first century is transforming as swiftly as I type these words. Now, more than ever, patients, families, and teams of wellness providers are continuously striving towards comprehensive partnership development, to allow for the best possible patient outcomes. McGregor PACE (Program of All-Inclusive Care for the Elderly), is a managed care program in Cleveland, Ohio that has paved the way for over a decade, in the area of patient and family-centered care. The attached “Patient- and Family-Centered Care Organizational Tool” (Self-Assessment Tool, 2013) displays areas of facility strengths, as well as developmental areas within the organization. This paper serves to evaluate the organization’s gaps in

In the existing environment of progressively complex healthcare needs, there is a strong desire for teamwork between healthcare professionals from various backgrounds, as not a single individual is capable of delivery of care that meets the complete needs of the client (Mickan, Hoffman, and Nasmith, 2010). St. Louis Medical Center (SLMC), as stated in their mission and vision statement, is devoted to the delivery of high quality of healthcare services to their population. A utilization of interdisciplinary shared governance model in their everyday practice would contribute to the fulfillment of its mission and vision statement. According to Brewton, Eppling, and Hobley (2012), “the promises of shared governance are: improved patient-quality outcomes, high professional nurse satisfaction, the ability to recruit and retain bright and committed professional nurses, and energized and engaged nursing staff” (p. 39). The purpose of this paper is to design a future shared-governance model for SLMC, provide empirical supporting evidence for the model and examine the importance of utilization of this model to the nursing practice.

(ASC), at a time and place the person determines, receives care, and returns home (Longest & Darr, 2014). As outpatient ambulatory practices continue to become the most beneficial form of healthcare operations, organizational structures will have to adapt and create leadership positons to oversee the evolution. MedStar NRH has a traditional vertical, hierarchical organizational structure with the President/ CEO at the top of the leadership pyramid, followed by many vice presidents over specialized departments, assistant vice presidents,

When the Columbia Hospital and Clinics Foundation was founded in 1973, it was conceived as simply a 59-bed, short-stay facility for members of the Columbia Medical Plan. However, in response to the immediate demand for services and rapid rate of growth in the County, the hospital incorporated the following year as Howard County General Hospital, an independent, not-for-profit hospital with a mission to provide high quality, comprehensive care and, in the process, improve the health of its community (Hopkins Medicine). Some odd 15 years later with the growing population in the area, the hospital found that it needed a helping hand in providing a much advance service in the community. Forming an alliance with Johns Hopkins a strategic partnership that would address a blueprint to help develop and maintain a superior competitive advantage in the marketplace. The vision of the future is to be the premier community hospital in Maryland.