Naivete V. Boldness Case Analysis

In reply to questions six and seven, several pros and cons exist towards deinstitutionalization. Factors contributing to hospital closures and deinstitutionalization could be summarized as follows:

From 1991 going forward, the health care environment again experienced fundamental changes as a result of the deregulation of hospitals which according to Ingols and Brem (as cited in Swayne, Duncan, and Ginter, 2006) was occurring for the first time in a decade. According to the authors, the impact of the move was immediate. Following the deregulation, the financial viability of most hospitals was

A healthcare organization such has a private hospital are classified as non-profit or for-profit institutions. According to Alliance for advancing non-profit healthcare; “ About 60 percent of community

Gilbert was flown out to Puerto Rico to meet the owner who wanted to hire him. Upon his first meeting with Disney, he was offered a job. Dizney had just bought a new hospital in Jacksonville, Florida, Dr. Gilbert was asked to be the new C.E.O. of this entire hospital. Taken aback by the immense opportunity that was presented to him, he told Dizney that he would have to think it over. In all reality, he really wanted the original position that he thought he was asked to do, the C.E.O. of the Louisiana hospital. According to Dr. Gilbert, he was pressured to accept the job right then by Dizney. However, Dr. Gilbert would not give in and would nonchalantly reply that he would have to think it over. “I thought Disney was upset with me because I didn’t take the job in Jacksonville right away.” After not hearing from Disney or his staff for about two weeks Dr. Gilbert assumed that they did not want him for the position anymore. To his surprise, Dizney’s staff got back with him and Dizney had even a larger offer than before. The new offer was to be C.E.O. of St Claude Medical Center in New Orleans the original job that Dr. Gilbert flew out to Puerto Rico to get but now Dizney wanted him to also be the vice president of the entire hospital system in New Orleans. With the typical focus on the road and the occasional look back to me Dr. Gilbert said, “I immediately took this offer, C.E.O. of St Claude was the position I really

MD Anderson had operating profits of $531 million in FY 2010. This represented a profit margin of 26% on revenues of $2.05 billion. Stamford hospital is midsized nonprofit hospital located in Stamford, CT. It has revenues of nearly half a billion dollars. In fact, its revenues exceeded all money paid to the city of Stamford in taxes and fees. The hospital is a bigger business than its host city. Although the true cost of healthcare is difficult to calculate, many other hospitals throughout the United States are generating record profits and revenues. These profits and revenues are under heavy criticism because non-profit hospitals often outperform their for-profit counterparts. Many believe that unfair medical billing practices and skyrocketing prices contribute to these record profits at the expense of economically strapped patients. Non-profit entities enjoy tax-free status on the profits they generate. These profits are used by hospitals to expand their practices and buy out competitor hospitals, laboratories and other medically related cash generating businesses. Anti-trust laws must be enforced effectively to prevent these non-profit hospital systems from becoming monopolies within a geographic area and preventing healthy competition.

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.

There may be other details in this case that are not mentioned in the article that would go into the decision-making of the hospital whether or not to fire Carla. As the reader, we do not know if there were other negative situations that Carla was put in before this incident. We do not know if Carla was a bad influence to the hospital or if she had been written up several times before this incident. If Carla had been a troublemaker to the hospital before, it could lead the hospital to fire her that much more. If Carla had good reviews, this

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

Although the financial constraint was one of the initial triggers that made government to move toward privatization of health care, the argument of those who oppose to privatization remains at the prediction of future damages to the health care system caused by the privatization, not about the resolution of financial crisis. (Barkun, 2008; CBC, 2006; CNA, 2013; Deber, 2013; McDonald & McIntyre, 2014; ONA,

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.

After getting the views and suggestions all discuss this with hospital management and other stakeholders of the hospital to come with a reasonable prices which will make sure the health care provide by the hospital is affordable to everyone and is best quality. As much the patient may wish the prices to be reduced the quality of the health care cannot be compromised to the expenses of providing cheap health care. The prices being suggested should be in a position to support the normal functioning of the hospital.

Hospitals in today’s world require organizations that have a variety of people on their boards. Hospitals are usually run by administrators, board of directors, and other departments. Each of the many tiers of the hospital organizations has varied goals and achievements that they wish to accomplish. This article is designed to discuss some of the strengths; weakness, opportunities and threats (SWOT) of the hospital organization (Roussel, 2013). Internal and external forces will be discussed as factors of influence upon the decision making body of the hospital. An example of a problem found in many hospitals, the threat of patient falls will be analyzed. This article hopes to give a better picture of hospital organizations,

HCA, after following a conservative financial policy since its establishment, has entered the new decade preparing to make some changes in order to realign their financial strategy and capital structure. Since establishment, HCA has often been used as a measure for the entire proprietary hospital industry. Is it now time for the market to realign their expectations for the industry as a whole? HCA has target goals which need to be met in order to accomplish milestones in the future. The problem arises as to which area holds priority to the company. HCA must decide how the key components of their financial strategy and policy should my approached in order

Janice was confronted with problems where she had to make choices on how solve them. The first one concerned Mrs. Wemberly, s/p colon resection who was requesting for attention. Instead of sending Nurse Mark to see the patient, she decided to check on her which actually led to a better outcome after her talk with the patient. This particular instance showed that Janice prioritized and valued her patient first over the schedule meeting with the VP. If Janice didn’t

Apart from having the public sector, we also have a well established private sector The private sector absorbs 32% of the total expenditure on health in the country. . In a year, the private sector has 27, 000 admissions for in-patient treatment, undertakes 13,000 surgical operations and delivers over 2,000 babies. Some people choose private hospitals instead of public hospitals due to better service quality and admission procedures. There are reliable doctors and nursing officers and their attitude are courteous and they are more hospitable and are ready to help.