Sam Nolan Is The Chief Information Officer For Century Medical

June 2015, marked my eleven year mark of employment for Humana Insurance. My current role relies on the latest technology and trends for sharing and storing information, communication and security. My team uses technology to help us to ensure our systems run smoothly and efficiently. This allows us to research, test and validate potential system issues to establish

John Mackey, founder of Whole Foods once said "Business social responsibility should not be coerced; it is a voluntary decision that the entrepreneurial leadership of every company must make on its own." (Mackey, 2005) In today’s society it is increasingly common for businesses to actively identify and become directly involved in the country and the global social issues and needs. It is now common

Recently, I had the opportunity to train and work alongside the dedicated professionals at IQH. During my time there, I had the pleasure meeting IQH’s Chief Financial Officer (CIO), David Dale. Dale has an impressive resume that reflects his extensive experience. Trained as a computer engineer, he gravitated towards the healthcare industry. Healthcare offered Dale stability and security while he gained experience in information technology. Eventually, his talent and dedication to his profession caught the attention of the upper echelon of Merit Health’s Central Hospital. Promoted to the Director of Information Services, Dale began to

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).

After many years of customer requests, Company Q began selling a very limited amount of health-conscience and organic products. When local food banks asked for donations of day-old products, management declined due to worries over employee theft and fraud. If Company Q had looked at this request through the eyes of a socially responsible business, they could have donated the left over products to those in need, which in turn, would have given the perception that Company Q is concerned about the people in the neighborhood. When the residents of a neighborhood see or feel that a company is giving back to the community, they are more willing to patron the business. “The actions of a company color the perceptions, behavior, and well-being of its customers, prospects, and the community at large, affecting its own health as well as that of the world around it.” (McKee, 2012) Employees who work in the grocery store would also feel a sense of pride that their employer is giving back to the people who spend their hard earned money at their store. Employees who are happy and proud of where they work have less

In evaluating the planning and control system in use at Johnson & Johnson, there are some strengths and weaknesses in the system. One of its strength is the decentralized management that divides the organization down to business units such as Codman & Shurtleff. The managers of these subsidiaries have authority to make decisions and plan operations within their subsidiaries. Planning and budgeting is done within the organization and brought to executive committee members of Johnson & Johnson for approval. Then, Johnson & Johnson provides feedback and advice, but Codman & Shurtleff is responsible for the results. That’s why Roy Black states that decentralized management is “unequivocal accountability for what you do”. Moreover, Johnson & Johnson finds it difficult to manage the company at different locations.

When it comes to the failure of managers, chad believes that manager’s inability to listen, being self-centered, not a team player, and failing to take responsibility most often contributes to their failure. “I remember a time when a colleague of mine was leading a project on the development of a new customer interaction system. His biggest downfall was he did not listen to his frontline employees, when it came to some of the inadequacies of the new system. This ultimately led to him being removed from the project and he never really came back form that.” (C. D. Cerkoney, Personal Communication, February 27, 2012).

The solution adopted by many companies is to move toward greater delegation. Yet it is difficult for top managers to give up responsibility. And lower-level managers are not accustomed for making decisions for themselves. As a result many companies struggle during this revolutionary period, because many lower level employees leave the organization since they stick to centralized methods.

The expectation that businesses behave responsibly and positively contribute to society all while pursuing their economic goals is one that holds firm through all generations. Stakeholders, both market and nonmarket, expect businesses to be socially responsible. Many companies have responded to this by including this growing expectation as part of their overall business operations. There are companies in existence today whose sole purpose is to socially benefit society alongside businesses who simply combine social benefits with their economic goals as their company mission. These changes in societal expectations and thus company purpose we’ve seen in the business community over time often blurs the line of what it means to be socially

Information systems assist Patton-Fuller Community Hospital in setting and accomplishing it goals of improving and collaborating interdepartmentally with management, employees, staff, and customers (Apollo Group, Inc, 2013). Proficient information systems objectives are to provide effective and efficient services; add profit and cost-avoidance; and social responsibility (Blue Avenue Associates, 2010). Patton-Fuller objectives are to improve the efficiency of the hospital operations, relationship with current and future patients, and support finance management (Apollo Group, Inc, 2013).

As president and chief executive officer (CEO) of Sharp HealthCare, Michael W. Murphy is tasked with a large responsibility. He oversees more than 16,000 employees, 2,600 affiliated physicians and about 2,100 volunteers. In turn, this workforce provides service and healthcare to a completely integrated not-for-profit system that includes "four acute-care hospitals, three specialty hospitals, two affiliated medical groups, five urgent care centers, three skilled nursing facilities, home health, hospice, state-of-the-art outpatient facilities and a health plan" (sharp.com, 2015, internet). Murphy 's healthcare career has spanned more than 30 years. He was appointed to his most recent position in June 1996 (sddt.com, 2015, internet). Murphy 's bona fides are numerous. His executive experience includes serving as Chief Financial Officer of Grossmont Hospital, beginning in 1991. He is a certified public accountant as well. In addition, since September 2002, he has served as the Executive Director of Jack in the Box (bloomberg.com, 2015, internet).

St. Peter’s Healthcare Partners is located in Albany, New York and for the past 3 years consists of the combination of three organizations, which are St. Peter’s Health Care Services, Northeast Health, and Seaton Health13 and eight corporations some of which are, St. Peter’s Hospital, Our Lady of Mercy Life Center, St. Peter’s Nursing and Rehabilitation Center, St. Peter’s Addiction Recovery Center, and Mercy Cares for Kids.15 With over 4,500 employees and a budget of five-hundred million dollars13 they provide care in Upstate New York for roughly four thousand people on a daily basis.15 Although St. Peter’s Healthcare Partners is a member of Catholic Health East and some of the conjoined facilities are catholic, the Healthcare Partners is a non-profit with no religious affiliation.17

In a nonprofit organization, managers are concerned with “generating some social impact” (Daft, 2013). Stakeholders for nonprofit organizations include the community, taxpayers, the government, private donors, employees, and volunteers. Each one of these stakeholders poses a challenge for managers. For instance, in a nonprofit organization, there is a “continual struggle to pursue vital social missions in the face of

Other common terms for the idea of organizational decentralization include: team self-management, self-management, shared control, distributed leadership (Lambe, Webb, & Ishida, 2009) and holacracy (Robertson, 2007). While these terms may have small differences they all describe the common theme of distributing power across organizations. Several concepts help to explain why decentralization and the encouragement of teamwork throughout an organization are often superior to traditional management structure.

In a centralized organizational structure one individual is responsible for making all the decisions and maintains control of the company by giving direction. While Decentralized organizational structures often rely on several persons with the authority to make final decision for the company’s well being. Some benefits associated with a centralized organization are as follows: Reduction in cost in the work environment, having a focused vision on one common goal and Reduction in conflict. A Few drawbacks of a centralized organization include, No secrecy because all ideas and decisions are conveyed to all, No special attention and Delay in work. Advantages associated with Decentralization are; Huge relief is provided off the top managers, Greater use is made of employees skills and Decision making is left up to educational and well informed people.