Essay on Memorial Hospital Case Study

When I just looked at the title of this book “If Disney Ran Your Hospital 9 1/2 Things You Would Do Differently”, I was pretty skeptical. “No way. A hospital is neither a fun place nor entertainment. We deal with lives. Responsibility is huge.” But, Mr. Fred Lee, the author of this book, was very well aware of that. He hit every single point I wanted to argue. Going to read the book, a lot of relevant memories came up in my mind since I had worked for a hospital for a long time. I was convinced that Disney’s approach to quality improvement is applicable to hospital management. Out of 9 1/2 things, I would like to talk about three actions that left marks on me with my experience: service vs. experience, rewards to motivate people and closing the gap between knowing and doing.

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

Grippingly, the medical unit met the majority of the criteria of a highly functioning organization. Yet, areas for improvement still exist. On the Organizational Assessment, the answer to question #24, Is there evidence that all nursing personnel know the organizational structure and understand their assignments and those of their

Hospitals have human lives in their hands and the greater responsibility to function with precision by delivering high-quality services twenty- four hours a day, seven days a week. Institutions such as hospitals, adopt organizational structures with the goal of facilitating communication, increasing job satisfaction, and improving patient care. This summer semester, I am completing my critical care and leadership preceptorship in the Burn ICU at New York Presbyterian Weill Cornell Medical Center. During my shifts, I experienced and researched how NYP Weill Cornell functions in the caregiver- patient, unit-based, and facility-wide manner by using the “Infonet” and gathering information from the unit manager, nurses and nurse’s aides. This leadership

The principal organizations must endorse the idea of planning for the fewer managers, employees, shared decision making, greater decentralization, expanded practice, diminished support resources, and the brand delivery models. The respective hospital administrators should also consider endorsing the placement of monetary value to patient satisfaction. The nursing leaders in every level, in the respective organization, must consider managing basing on the evidence-based principles of management. The aspect of meeting the challenge involves the succession planning that

Maggie Gill started her career with Memorial University Medical Center (MUMC) in 2004 as the VP of managed care and finance. In 2005, she became MUMC's COO, and then in 2011, she was named CEO and president by the board of directors, once they realized that the ideal candidate for the position, one who had experience in both finance and operations, was already employed by the health care facility.

Shouldice Hospital had an excellent well-developed, focused service delivery system. The business strategy was to not only provide its patients with a quick, quality and low cost surgery but also providing an unforgettable experience and comfortable environment in the facility.

Dr. Karen Buhr, PhD is the newly appointed Chief Operating Officer of Bellevue Hospital; a large, a not-for-profit hospital located in New York City. After two weeks of working in the public sector, she misses the benefits of a seemingly endless cash flow available when working in a world renowned, private academic hospital. Bellevue Hospital has been in deficit for the past two years and patient satisfaction regarding care is at an all-time low. Her first task is to develop and implement cost saving measures for the clinical services provided. She has met with clinical and administrative leaders to identify potential savings and other opportunities for improvement. However, she has hit a road block. How

Structural Change and Work Redesign will address this issues with employee satisfaction, employees’ morale, inefficiencies of the hospital processes, closing services. This interventions will conclude if the current structure is

In this article, Timmens (2011) explores how the manager of a unit maintains a good workplace by using efficient communication. It is interesting how she points out that good communication is not only important in the unit with coworkers and staff but overall for patient care and safety. Communication with the family during family-centered rounds, can help with patient safety concerns and increase the quality of care. If patients feel their needs are met and they know their role in their care, the quality of the institution will improve. Confidentiality is key in communicating with staff and developing a trust relationship. Timmens (2011) highlights that nurse managers are key role models to the staff in the unit, therefore they must lead the

The first article I chose was regarding one of the most profitable hospitals in the state of Massachusetts. Sturdy Memorial Hospital performed strongly in its ratio of assets to liabilities and cash flow compared to debt (Connors, 2016). This report is for the fiscal year of 2015 in which the hospital ranked third among all Massachusetts hospitals. According to Connors (2016), Sturdy Memorial finances more than 91 percent of the hospitals total assets with its own cash.

\Many area hospitals use advertising campaigns, slogans , billboard and television advertising to increase the community’s awareness of their new programs and services in the hope of attracting new patients. Memorial hospital introduced the “wait at home ER” which puts emphasis on convenience and to bring the patient to the center of the care process. The University of Florida addresses the issue of “what do patients need?” by meeting the needs of the Medicare and Medicaid population group. I believe that the enticements are helping these area hospitals gain market shares as evidenced by their ranking as the most popular hospitals in the community today. These hospitals build an effective market share strategy and are successful in expanding

Overall, Blake Memorial Hospital has a variety of different strengths and weaknesses inside of the organization, as well as opportunities and threats in it’s macro

The major problems within this case study are the strategic planning. The hospital is facing a crisis of patient overload due to the three year renovation that BRMC had planned because of the aging facilities. PRMC

Another organizational strength is that the hospital leaders offer on the job training for the employees, which is a vital resource. Trainings help to establish the goals and objectives and expectations of tasks and performances. However, this is also a weakness of the hospital because their trainings are inadequate. The employees are not properly trained for the department to run efficiently.