Ron Ventura 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.

2) Uncertain organization structure: After Peterson joined Biometra, without any formal communication instead of reporting directly to Jenkins he was assigned to Jeff Hardy, vice president of planning and control for the peripheral vascular division. Hardy had no prior operating experience and was unable to offer Peterson any helpful advice or guidance. Due to lack of effective communication from the leadership, Peterson was not sure whom he would be reporting to which could mean further delays in getting approvals on his decisions.

What is your assessment of Ron Ventura’s performance over the term of his two-year contract with the hospital? Should his contract be renewed?

Dr. Gary Kaplan was trying to achieve change at Virginia Mason. He envisioned the transformation of Virginia Mason Medical Center into the quality leader in health care and sought to lead the organization toward this vision. When Dr. Kaplan joined VMMC what attracted him to the medical field was a collaborative team approach and Virginia Masons’ unique culture that was created in the early 1900’s. With time VMMC started to face challenges, competition was fierce and VMMC soon began to experience financial troubles. In addition, its employees were unhappy and the staff morale around the hospital was declining. Kaplan noticed that

This is portrayed when Denver revealed his true feelings that he was clearly presenting towards Ron. He also felt these prejudice feelings towards Ron because of Ron’s race and class. Since Ron was a successful, white, businessman, Denver felt that he was untrustworthy and insincere in his charity work. He felt that he was only helping out at the homeless shelter to make himself feel better about his success and show is superiority to everyone else. Through dedication and persistence, Ron finally changed Denver’s opinion about him and made him realize that he was, indeed, a dependable and heartfelt man— after he changed through his charity work and

We worked symbiotically with -------. The level of trust and competence establishes your autonomy. Most importantly the overall patient interaction is more intimate much like my experiences out in the field. We create a bond more so than the nurses flooded with patients and the doctors who couldn’t even tell you the patient's eye color he just talked to. I would watch as he examine and joke with the patient to ease their concerns. Even after 20 years in the ER he would go out of his way for a patient in need whether it was extra samples for a struggling family in need or comforting an inmate who was terrified of getting stitches. Much like myself he treated every patient as if they were family. I know I will exemplify his and my passion not only within the hospital walls but also as an ambassador for our profession as we continue to advance the

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

Ronal G. Spaeth currently serves as the Chief Administrative Officer for System Development of Evanston Northwestern Healthcare (ENH) and serves as its President of the ENH Foundation for North Shore University Health System, as well as an Advisor of SA Ignite, Inc. (Bloomberg, 2016). Previously, he served as the Chief Executive Officer and President of both Cole Taylor Bank and Highland Park Hospital before Highland Park Hospital merged with Evanston Northwestern Healthcare. For almost a decade, Mr. Spaeth had served in various positions at Evanston Hospital, such as vice president of administrative services, vice president of corporate services, assistant secretary of the board of directors, senior executive vice president, to include the chief administrative officer he currently serves as (Grazier, 2005). In addition, Mr. Spaeth served as the Chairman of the Board of Trustees of the Illinois Hospital Association, Board of Governors of the American College of Healthcare Executives (ACHE), a Member of the Board of Commissioners of the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), and Member of the Board of Trustees of the American Hospital Association (Bloomberg, 2016).

Ron admits that what he had done was wrong—treating Sarah as if she were an object, a mere toy for his enjoyment. However he claims that at the time, he was unaware of just how cruel he was being, stating that he’s never done it before. But through this admission, it becomes apparent that Ron looks back on his actions

1. Elimination of the “perks” that Dr. Ingelson previously received. This will reduce the physician politics that has been occurring at Attica Memorial. It will also decrease one employee feeling underappreciated.

On a snowy January evening, the Midwestern Medical Group (MMG) management team held a retirement party for Judith Olsen, MMG president. During the evening, Olsen reflected back on the years she had worked for MMG with mixed feelings about her experience. Over the course of their eight-year integration

Ronald found that opportunities to join this profession were limited, but he is eventually able to obtained employment through WOC as a broadcaster. While working for WOC, Ronald’s notoriety rose, as he became a top sportscaster. His advancement in radio led to connections to movie stars. He approaches Joy Hodges, an actress, who convinces an agent at Meiklejohn Agency to give Ronald a screen test. This immediately results in employment with Warner Bros. Studios as a ‘B’ list actor with occasional roles in ‘A’ list films. Ronald’s movie career progresses in part due to columnists, Louella Parsons, who gave him exposure and good reviews because they had previously lived in the same

However, Mr. Burgundy still has human feelings. When Veronica fell in a cage with the bears, Ron, like a hero, comes to help her, risks his own life and saves her. They feel natural balance: she is weak and he is strong. They ended up being partners not only at the work, but also even in life.

Any Given Day – HARRY: You have this tendency to talk down at people, in order to make yourself the be all end all expert at something.

Paul Levy’s strong transformational leadership style facilitated Beth Israel Deaconess Medical Center (BIDMC) from ailing to thriving. The organization faced many dire issues including financial crisis, poor quality of patient care, and low staff morale. This grim outlook required a strong transformational leader. Levy displayed all the characteristics of a powerful and effective leader by embracing intellectual stimulation, individual consideration, and charisma which enabled him to lead them through the crisis.