Divinity Center 's Acquisition Of Blancato 's Medical Center

The roles of the leadership in the clinics are essential to the success or unsuccessful implementation of change. The attitude of the leadership carries weight on how well the rest of the staff receives the change. Leaders on the clinic level have to accept changes whether good or bad and expect staff to challenge them. Leaders have to be strong and accept the change themselves and to support upper management. There are problems dealing with changes when issues arise between created civilian and military personnel. These issues are not easily dealt with and when changes are ensuing within a facility this causes undue stress within the organization. This is one reason that leadership needs to bring forth and implement changes within an organization as all one team because staff is well suited at picking up any rift

In the case that was presented in this week’s case study, the focus was placed on St. Michael’s Health Centre, the CEO of 7 years, Kevin Cowan, and the transformative culture due to a change of leadership styles. Prior to Cowan’s reign as CEO the work environment was hostile, unproductive and combative. The efficiency was at an all-time low and was hemorrhaging money at an accelerated rate. During Cowan’s time at St. Michael’s Health Centre (SMHC), he was able to encourage the repair of broken relationships, raise morale and transformed the business into a working and successful one. The stakeholders involved covers a wide range; the most obvious being the employees of St. Michael’s Health Centre and the customers they serve, but it also influenced the health care unions, Chinook Health Region (CHR) employees, the media and the family and friends of patients being cared by SMHC. With the increase of employee morale, one can also argue that those affected would also reach the family and friends of SMHC’s employees and the community as a whole.

Leadership in a healthcare setting requires a great breath of knowledge specific to healthcare and but it also requires soft skills that can be translated to many other professional endeavors. This essay will examine the leadership style of a specific healthcare professional, the strategies and skills that she uses to motivate their staff members and the results or impacts of the application of the skills and knowledge of leadership. The interview of this leader allowed an insight into the inner workings of both the leader herself, but also into the challenges that her organization faces. A more thorough understanding of organizational leadership and culture in particular could benefit this leader and provide this leader with additional

Green Meadows Hospital is newly constructed community hospital owned by Southern Hospitals Corporation. Kate Cooper was very excited when she got a new position at Green Meadows as a Manager of Adult Services. They started hiring people and were getting ready to open the hospital. However, things did not go well as they planned and wanted to. Therefore, Kate had to resign. The biggest problem that I see in this was their unorganized management skills and communications skills. They should have more prepared since they were new hospital and related to people’s lives but from the beginning, it seemed like they did not think that it was a big of deal and just went it the flow.

Dr. Gary Kaplan was trying to achieve change at Virginia Mason. He envisioned the transformation of Virginia Mason Medical Center into the quality leader in health care and sought to lead the organization toward this vision. When Dr. Kaplan joined VMMC what attracted him to the medical field was a collaborative team approach and Virginia Masons’ unique culture that was created in the early 1900’s. With time VMMC started to face challenges, competition was fierce and VMMC soon began to experience financial troubles. In addition, its employees were unhappy and the staff morale around the hospital was declining. Kaplan noticed that

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

This paper is going to give a little background on how magnet status was developed, how transformational leadership is used and discuss in more detail some of the more important characteristics of these magnet organizations that help to establish a culture of quality and why these are essential components to implement in today’s successful Magnet status healthcare organizations.

I have chosen to analyze an organization that has helped millions of individuals in Utah and Idaho with their healthcare needs, Intermountain Healthcare, (IHC). For the specific purposes of this paper I will be representing the homecare department of IHC, located in Ogden, Utah. The individual I have selected to analyze is the branch manager who is over the Ogden branch. I have selected this organization and leader as I had the opportunity to work for this company for over 3 years. I have a high level of insight and personal experience that I can bring to this paper which I feel is very advantageous. I hope to learn how to improve the organizational performance of this branch by analyzing previous management and leadership methods.

Fourth, both health care organization are anticipated that during our organizational restructuring on the Care Select Health System would most likely affect job satisfaction levels and potentially compromise the quality of services provided, yet evidence on the impact of hospital mergers on staff satisfaction is surprisingly scarce. Therefore, Care Select Health System staff might perceive mergers as a breach of the psychological contract (implicit commitments and expectations between employers and employees) when they feel they are not listened to, when they have to ‘suffer’ from delays in service development and job uncertainties. For instance, cultures of merging organizations might also clash when they have opposing attitudes towards

A cardiologist at the Southeastern Pennsylvania University Hospital by the name of Alan Kendricks had recently been promoted as medical director. Within this new promotion, he brought with him great change. The medical director before Alan had a laissez-faire approach, while Alan had a more interactive approach to leading. Although Alan came with great credentials, the medical staff Alan was now in charge of was timid of this new change. A few employees who were not too keen on the new changes, abandoned ship once they heard of the change in leadership and the changes that were about to come.

It is with great concern that I ask all of you to do a better job of managing your employees to help achieve the company’s goal of transforming health care. Although there are KC-based employees who are committed to the success of the company, it is your responsibility as managers to ensure all workers work together as a team towards a single organizational goal. While I leave you to decide on how to implement the change within your groups, I expect to see outcomes within two weeks. Since you are in charge of your employees, I will hold you accountable at the end of the said

This program has been an excellent way to build relationships among residents and hospitalists. I have also identified several weaknesses in my transformational leadership practice. The first weakness that I have struggled with is to find common ground to enlist my followers in the change process. The best example of this challenge is convincing all my hospitalists that sustained increased patient volumes is necessary to justify additional spending to the leadership of our company and hospital administration to increase our daily staffing. Under my hospitalist medical director leadership tenure, our average daily patient encounters have increased an average of 75%.

Johanna Bellon, MS, CFA is a PhD student working at the University of Pittsburgh Health Policy Institute with Everette James. Prior to beginning the PhD program, Johanna worked as a financial consultant in the Healthcare Industry Group at Alvarez and Marsal. She consulted on a variety of projects, involving qualitative and quantitative analysis to achieve acquisitions, restructurings, and strategic realignments within large health systems. From this work she developed an interest in how healthcare organizations innovate and effectively achieve sustainable changes within a challenging and turbulent environment. She is currently working on four research projects within the National Center on Interprofessional Practice and Education that explore

The first six months of Mt. Mercy’s operation of Abbott were unsuccessful. Dr. John Coletti who had initially improved Abbott’s operations was left in the dark following the acquisition. The momentum that Dr. Coletti had previously aided in developing had quickly diminished once Sister Mary Theresa placed Abbott’s staff members on a probationary period. Additionally, Sister Mary Theresa instructed Mt. Mercy’s personnel department to essentially demote Abbott’s department heads by having them report to the department heads at Mt. Mercy. Ultimately, the acquisition is seemingly one-sided as the staff members of Mt. Mercy were not subjected to the same probationary period and their department heads were not forced to suddenly revoke their seniority

Transformational leaders focus on followers to motivate and to perform to their potential and transactional leaders focus on day to day care. The important aspect of transformational leader is to articulate a shared vision [Faugier and Woolnough, 2002]. Transactional leaders are more concerned about controlling order and predictability but transformational leader realizes the importance of challenging within the project for positive possibilities [Faugier and Woolnough, 2002]. The leadership style of transformational leaders helps hospitals to improve the faith and respect, value staff as individuals, solving the problems along values and principles. They also challenge their goals for future. For today’s fast changing health care organization