Evolution Of The Company And The Competitive Environment

As the health care delivery system developed in the US, right from its inception primary care physicians

Growing organization move through 5 phases of development, each of which contains a relatively calm period of growth that ends with a management crisis. Each developmental phase is strongly influenced by the previous one. Thus by knowing an organization’s development history it is possible to be more prepared for the next developmental crisis. These crises can be used in order to achieve future growth.

The new framework is such that physicians now must share a certain level of responsibility with the government to help ensure that the health care system functions well. In the past, physicians were responsible for only their individual patients and

The director of Clinic Services, Debby Hewitt, has been in her current position for over 10 years. With the environmental and financial changes that have taken place over these 10 years, she has been, and still is, in a constant race of keeping up with the needs of the clinics. Debby Hewitt’s current responsibilities and practices are overseeing the day-to-day operations of the Clinic Services Department, assisting in the identification and implementation of quality improvement programs, and overseeing and ensuring compliance with accreditation bodies such as the Joint Commission on Accreditation of Healthcare Organizations (JCAHO).

Cleveland Clinic is a non-profit academic medical center, founded in 1921, and located in Cleveland, Ohio. It employs over 42,000 staff members throughout their various national and international campuses (US, CANADA and the United Arab Emirates). It is regarded as the fourth best hospital in the United States according to US News & World Report and was even recognized by president Barak Obama in 2012 as “one of the best health care systems in the world and a model to follow in the delivery of care”.

Like many other big cities, the city of Cleveland has challenging healthcare issues. Even with some of the greatest healthcare systems in the nation, Cleveland faces many challenges in healthcare. The rising hospital admissions, disease side effects and the needs for health management are in great demand. The city of Cleveland has a high poverty level, along with higher than average persons who are unemployed and people with lower median incomes. The people in Cleveland are living with chronic diseases and there has been increase in hospital stays, mentally ill patients and people using the government systems because they are under or uninsured for health care. With the high poverty level and unemployment levels there are more and more

Many important factors go into play when running a healthcare organization. I plan to discuss some of the key components that have influenced the development of this health care facility. The clinic mission statement will be stated and addressed to clear up any confusion. I plan to identify the three performance measures I would use to measure the clinic’s effectiveness and provide the rationale for each performance measure. I will also explain ways in which I will approach the decisions on expansions. I will also describe the role the primary clinic has played in the healthcare systems in our

Mike Fiorilli is thee Director of Billing Services- Denials for the Cleveland Clinic. The Cleveland Clinic is a global, multi-national health care system encompassing hospitals, physician offices, urgent care facilities, and research clinics across the globe. The Cleveland Clinic has facilities in Ohio, Florida, Nevada, Abu Dhabi, Canada, and the England facility is scheduled to open in fourth quarter 2018. Mr. Fiorilli started in the health care industry 35 years ago after the finance business he was employed by closed. There was no formal training and no college classes for the finance division of health care. No one in Mr. Fiorilli’s neighborhood went to college, the steel industry was booming and everyone on the block he grew up

Cleveland Clinic moved into reorganizing all services into multi-disciplinary teams based on the patients perspective and disease systems called Institutes. It moved into Clinical Institutes and special expertise institutes This allowed clarity to patients and they knew where to go to get the care that they needed. On top of this, there was also "Support Institutes" created that would provide support to the Clinical Institutes.

It is important for committee meetings to stay on task and cover the general topics of the clinical question how the new practice was found and evaluated, what it means for current practice, and if there will be a change in practice. It is important at each committee meeting to consider why this change would be helpful to each of the professions and specialties; doing this will allow for improved buy-in.

The question that will be examined is: "What course of action should Dr. Lou take that will help him to feel the satisfaction of working with patients and reduce the regulations / bureaucracy / time?" ("Dr. Louis Mickael," n.d.) (Lyles, 2010)

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

The committee includes the leaders of its clinical practices, its Center for the Science of Health Care, and its quality, supply chain, analytics, marketing, contracting, systems and procedures, finance, and planning functions. The Mayo Clinic follows an integrated mindset throughout the enterprise not just when it comes to the care of their patients. This was started with William Mayo in the beginning when the Sisters of St. Francis came to him asking him to build a hospital. This is carried on today by all departments being represented when a project involves them or is an overreaching enterprise-wide

1. What is competitive advantage, and how does it relate to a company’s business model?

The success of a business will be determine by the response against the threat that these competitive forces generates (Hinton 2009). Figure 2 highlighted the main threats and competitive forces for my chosen company, focused in the two main: Threats of the new entrants and existing competitors.