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.
Communications at Green Meadows Hospital is more likely one
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At first he seemed like he was very encouraging and supporting his followers and he turned out to be very selfish and self-centered leader. To be a S3 or S4 leaders, they need to listen to their followers more since they are working with their patients directly and might know better than them. However, decisions were never made with the followers, instead the leaders made most of the decisions and just announced it. On the other hand, Kate is in the level of D2. She has had some experiences as a charge nurse and a house supervisor. Kate has some relevant skills with the new position but since she was new to this position and to the hospital, she needed some help from her leaders. I would say Peter is in the level of D4. He just knew what he was doing and seemed like very confidence of what he was doing but like Alan, he was very selfish, seemed like he always thought about himself first instead thinking about the team as a whole. To help Kate and Peter, they could change their leaderships to S3. I think S4 would be too much for everyone with this situation, but having 2 way communication, when making decisions followers can be involved, but still the leaders can make the final decisions. Instead of Doug and Alan telling Kate and Peter what to do, they all can be involved and talk about what is going on at the hospital and talk about it to make it better or make a
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.
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.”
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.
Leadership intervention to monitor or prevent failure from occurring. The hospital needs to hire a manager who can stay
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
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:
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
your perspective. He was a good leader, he also possessed the qualities of leader that the class
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.
Over 30 divestitures in under 20 years in efforts to only keep business that would continue to add value
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.
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.
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.
Chung has been operating under what he feels are the established norms for his culture. Ted's relationship with the Taiwanese client exhibits the Chinese management principles of paternalism, particularism, and insecurity. The patron-client relationship is based in a sense of mutual obligation, where the client is expected to defer to Ted's expertise and Ted is expected to trade the account responsibly. (Moorhouse, 2005) Ted also used social networking to establish himself in the community which is expected in the Chinese culture. By attending events Ted increases his “visibility and prestige” which contributes to the face that is needed to be considered a trustworthy business partner