Sharp Healthcare

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.

The mission of UnitedHealthcare Group is to “help people live healthier lives” with access, quality and affordability. They are committed to continual improvement and the delivery of quality care by investing approximately $3 billion in business process improvements, research development, and technology within the past five years. In addition to reinvesting the revenues in innovative technologies, research and other improvements to better serves its consumers, UnitedHealthcare Group is also committed to social responsibility through employee involvement,

Healthcare is in a constant state of change with movements that impact rates, access and quality of care. Hospitals have become more competitive due to the rising cost of care delivery and the reduction in reimbursement from payers. This causes difficulty in delivering quality care to all patients, which is being measured by mandated patient perception surveys, Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). HCAHPS scores are part of value

Over the course of our countries history, the delivery of our health care system has tried to meet the needs of our growing and changing population. However, we somehow seem to fall short in delivering our goals of providing quality, affordable and accessible healthcare to our citizens. The history of our delivery system will show we continuously changed the delivery of our system however never mange to control cost. If we can come up with efficient ways to cut cost, the delivery of quality care will follow.

In today’s time, the hallmark of the US health industry is to form integrated delivery systems. An integrated health delivery system is an arrangement of health professionals and health care facilities that provide health services within a continuous organization of delivery. These systems will allow the purchaser and consumer of health care service to receive all the needed services within a all-in-one delivery system that would facilitate the needed access to the appropriate level of care at the appropriate time (Professional Issues). I.D.S presumably will also provide higher quality services and more patient centric care at relatively lower costs (Effects of Integrated Delivery Systems on Cost and Quality). To best understand integrated delivery systems (IDS), it is helpful to contrast the IDS model with health service delivery under the traditional fee-for-service (FFS) arrangement.

Sharp Healthcare, Scripps Mercy Hospital, and Kaiser Permanente are the major stakeholders in the San Diego healthcare market. The main competitor for Scripps Mercy Hospital is Sharp Healthcare, with both hospitals having around 25% of the inpatient discharge. Furthermore, Sharp has a slight edge over Scripps regarding the overall comprehensive care provided. Kaiser Permanente and UCSD Medical Center maintain approximately 10% of the market share (Tu et al., 2013).

Baylor Scott & White Healthcare is an organization known for setting up a culture of quality healthcare to its clients. It is an integrated healthcare system located north of Texas. The organization has been working on its own health care quality improvement for over 100 years. One of the lessons it emerged with after a century’s journey is inculcating a culture of quality that would run to all its stakeholders.

This Harvard Business Review case is about the company Vitality Health Enterprise. The new CEO, Beth Williams brought in new ideas to revitalize the company and launch it into a new era of growth. The company switched over to relative performance grading from an absolute one. The case give clear insights of the pros and cons of both the systems. The satisfaction for some employees were a reason of discontent for others.

The main goal of Sharp Healthcare is to increase employees, physicians, and patient satisfaction as well as providing quality care. They believe that in order for the facility to be successful, it has to have motivated staff who provide quality care. At Sharp Health Care, they believe in open communication among the staff, which can be argued to be a weak approach. It can also be argued that Sharp Healthcare can be rewarding their staff so that they can improve their performance further. Overall, Sharp approach to motivate its staff is a great innovation and it will be great if it is replicated in

In the healthcare industry there is constant evolving goals to improve patients and workers quality of life. Leading into Mount Sinai Medical Center recently has purchased multiple private hospital locations in New York City. Their mission is to offer quality health access to the masses of the population. This expansion is geared towards creating healthy accessibly for New Yorkers. Mount Sinai Medical Center goals of enhancing accessibility for New York’s five boroughs by embarikng on this mergers. In additon to the expansion the goals are to improve quality measures and performance within the additional hospital locations. According to (http://smallbusiness.chron.com/difference-between-objective-mission-statement-24872.html) the mission can

Health care throughout the history has shown many changes. Every change brings in challenges in a workplace because change is more often met with resistance. It also brings in innovative ideas that steers the organization’s advancement and performance. The major motivation of change in this organization is to sustain a successful future in its continuum. For change to succeed, brilliant strategy, and clever implementation are necessary (Gandossy and Sonnenfield, 2004).

Even the most well planned out strategy will have challenges that are associated with them. This statement is true for each initiative occurring in the healthcare system. One of the problems faced when changing a system or adding to a system is resistance by the end-users. This resistance can come from any level, including the leadership. This creates a need to make the leadership understand the reasons for the change and allow them to become a part of the change, allowing them to buy-in. This buy-in from leadership will help the employees to understand the reasons for the change. This will help to reduce resistance, but not completely get rid of it. This challenge will be seen by each of these initiatives; however, each of the initiatives will come with their own challenges.

Tenet is now a Fortune 500 company leading the healthcare industry in conjunction with their innovative and forward thinking approaches. The following paper describes Tenet’s organizational innovative standards and processes aligning it in being one of the best healthcare delivery systems in the United States.

It has not been easy for Baylor Scott & White Healthcare to travel this journey, as it had to align its policies to the national health care priorities and embrace a slogan STEEP to provide quality healthcare to its clients. The organization bears a high quality strategy that is well spelt out in its vision and mission. The organization has worked to ensure that all the stakeholders make quality healthcare a priority. In other words, the organization has worked hard to link performance management incentives to clinical indicators and in the end create a multidisciplinary healthcare improvement operations team that can function across all

The Baldrige Performance Excellence Program is a current model using certain criteria for purposes of improving quality and risk management. Health care organizations and risk managers around the country utilize this model to boost safety processes and outcomes. At the other end, a final goal is sought to reduce cost and get positive results for the organization. Criteria within the Baldrige model focuses on the successful operation of health care organizations that corroborate between units and departments, including leadership and performance, while also considering Joint Commission accreditation, Magnet status, and the Institute for Healthcare Improvement initiatives (The National Institute of Standards and Technology, 2014). The goal of the Baldrige model is to lead all components of the organization to be unified and productive as a whole, manage change, and examine and analyze data in order to be competitive and successful in the healthcare market.