Last June in 2001, a 37-year-old lady by the name of Andrea Yates, was arrested for killing her five children. Most people like me would agree that she was sane, and the death penalty would have been the right punishment for Mrs. Andrea Yates.
Memorial Hospital Case Study uses a series of communication between different level and functional hospital employees to paint a picture of how this hospital operates. This paper will analyze and summarize key characteristics underlining the organization structure, management style and leadership, identify major challenges and recommend workable solutions.
In this constantly evolving television landscape, HBO executive Kathleen McCaffrey admits that she is uncertain about what the future holds for her career and for the industry, in general. However, McCaffrey confidently states, “There will always be people who have to choose content and support a creative mind.”
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.
There are many avenues to cross in pursuit of an established healthcare facility. The premise of leadership begins with moral practices, combined with, knowledge of succession planning. With changing healthcare laws such as HIPAA, Healthcare Affordability Act and the process of maintaining OSHA compliance, it is key that those placed in healthcare leadership grasp not only the significance of such laws, but understand how it compliments safety while preventing harm and legal issues. Planning is key and maintaining a succession plan will assist in preventing a lapse in leadership in the event of a staff crisis.
After reading the case study it seems that one problem between the hospitals and upper management seems to be lack of communication. It seems that Singh and Mrs. Manzoni have not affectively communicated to the hospital administrators what the goals of the company are and what is best for the company. I believe that Mrs. Singh and the hospital administrators value the importance of two different things. Mrs. Singh values the importance of correct data entry into the firm’s management information system. While, the hospital administrators seem to be placing more value on the importance of patient services. In addition, it seems Mrs. Singh does not know what
And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:
Western Health System provided the management staff with good salaries and benefits, but this was not enough to keep them motivated. The managers were looking for recognition, growth opportunities, and additional
Employee Relations: As could have been projected by the public’s negative perception, Sister Mary Theresa’s style of leadership was not well received by many employees at Abbott Hospital. Despite warnings from Dr. John Coletti (Abbott administrator under MEDICO), Sister Mary Theresa implanted her authoritative managerial style into the new satellite hospital. First, she requested all Abbott staff members to be interviewed by Mt. Mercy personnel. They were given a three-month probationary period (at the end of which permanent appointment could be discussed). Also, both staffs were informed they could be transferred between hospitals at administrative discretion. Sister Mary Theresa stuck to her bureaucratic plan – causing Dr. John Coletti to resign.
It was a creative idea taken too far and the wrong way. Elisabeth Robert, the firm’s CEO, was on the board of Vermont’s largest hospital. After the incident, however, Robert decided it was best to resign. This demonstrates that she does have regard for those who are ill and she showed this by participating in the decision-making process of a large hospital.
Karen Johnston is a director of a health planning agency which employs approximately 18 staff members and also serves on the Community Advisory Board (CAB). This program typically incorporates two student interns from her health planning agency. The CAB is a vital program as it advises the program faculty on issues that concern curriculum, internships, job placements, and scholarships.
The case about Heidi Roizen was very interesting to me because I can not believe how many people she is connected with or I should say networked with. I believe her networking skills had more to do with her personality, being outgoing and high-energy by nature, and that it would be difficult to have just anybody be able to pull this off. But I must say this story really opened my eyes as to how important having a network is. I personally do not have very good network skills, or even considered it important, but I do now.