St. Clare Hospital Case

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

Leadership in a healthcare setting requires a great breath of knowledge specific to healthcare and but it also requires soft skills that can be translated to many other professional endeavors. This essay will examine the leadership style of a specific healthcare professional, the strategies and skills that she uses to motivate their staff members and the results or impacts of the application of the skills and knowledge of leadership. The interview of this leader allowed an insight into the inner workings of both the leader herself, but also into the challenges that her organization faces. A more thorough understanding of organizational leadership and culture in particular could benefit this leader and provide this leader with additional

In Summary: On 08/25/2016 at 2000 hours, R/o's were dispatched to St. Anthony Hospital (2875 W 19th St, Chicago, IL 60623) in regards to a battery victim with a broken jaw that was in room number 387. Upon arrival, R/o's spoke with the victim Veraza, Rafael (M/W DOB 04/16/2000), along with his mother and father on scene.

Hospitals seeking to outsource their diagnostic imaging services: they demand service reliability, access to the diagnostic equipment 24 hours per day, seven days per week and reasonable cost

St. Jude Medical's mission has always been to produce superior products that facilitate the healing of the many common illnesses that can affect the general population. The company collaborates with various health care providers and the public to offer these products while also sticking to their goal of decreasing the cost of medical expenses. St. Jude Medical's corporate strategy consists of a strong leadership that includes various board of directors as well as acquiring many companies and products such as Daig Corporation, Ventritex and Angio-Seal to increase their its productivity. If the company wants to succeed financially, the corporate strategy needs to have continuous updating. Health care is consistently revolutionizing which is why by St. Jude Medical acquiring other companies they are able to introduced the latest devices and brand to the public such as the CardoMEMS HF.

White, K., & Griffith, J. (2010). Operational leadership. In The well-managed healthcare organization (7th ed., p. 92). Chicago: Health Administration Press.

Divinity Medical Center’s acquisition of Blancato’s Medical Center has suffered numerous difficulties from the onset. In this post-acquisition phase, the challenges have intensified as now absenteeism and staff turnover is at an all-time high for the facility. All indications point to the acquisition sitting on the verge of failure. Without immediate steps to rectify the issues, both facilities have significant reasons to worry regarding their continued viability. “Mergers and acquisitions are designed and executed to create growth, competitive advantages, technological acquisition, eliminate competition and more in order to create value” (Appelbaum, Roberts, & Shapiro, 2009, p. 34). A failed acquisition results in quite the opposite picture including increased staff anxiety, lack of trust, and increased turnover, all of which are currently occurring at Blancato’s Medical Center (Appelbaum, Roberts, & Shapiro, 2009, p. 41). Divinity leadership must take immediate steps to establish a leadership structure, develop a clear vision, and restore employee trust, to reverse the effects of the failed integration and propel both organizations towards a successful future.

Danny Thomas and Dr. Donald Pinkel founded St. Jude Children’s Research Hospital in 1960 and opened their doors for treatment in 1962. The idea of this organization began in the 1950’s as Danny Thomas made a vow to Saint Jude Thaddeus, the patron Saint of hopeless causes during one of the lowest times in his entertainment career. Danny swore if he was shown the way to further his career, he would build a shrine to Saint Jude (Simone, 2003). Danny Thomas has done more than that. St. Jude’s specializes in childhood cancer research and treatment. The facility primarily researches Hodgkin’s disease, non-Hodgkin’s lymphoma, rhabdomyosarcoma, neuroblastoma and Ewing’s sarcoma. Research at St. Jude hospital is world class and in 1996, Dr. Peter Doherty

The executive committee at St. Anthony Medical Center recently completed an analysis of the organization in an effort to develop a strategic plan based on the mission, vision, and values of the organization (Capella University, n.d.). The data collected highlighted the fact that residents had to travel outside the service area to obtain specialized sports medicine care and treatment. Striving to follow the mission of the organization and be the premier choice for patients seeking the latest technology and an evidence-based practice model, the senior leaders found that an opportunity existed to establish a specialty clinic related to sport-related injuries.

In health care today, leaders are important to ensure that the system continues to move forward, to improve, and survive with all of the changes that are occurring at an alarming rate. A leader, according to Sullivan (2013) “is anyone who uses interpersonal skills to influence others to accomplish a specific goal” (p. 41). Leadership can be in a formal or informal within an organization depending on their position within an organization (Sullivan, 2013). For this particular assignment, this writer performed an interview with the Vice President of Finance, Physician Services, and Business Development of our local hospital.

For the month of May 2018, The New London Hospital Association, Inc. generated a consolidated gain from operations of $8k compared to a budgeted gain of $80k. Year-to-date (YTD), our consolidated operating loss was ($1.38M) compared to a budgeted gain of $37k, a ($1.42M) negative variance. Non-operating revenue was $54k, compared to a budget of $83k, a ($29k) negative variance. Year-to-date non-operating revenue was $1.06M compared to a budget of $917k, a $143k over budget variance.

The members of the High power/ High stakes group are responsible for the financial success of the system. These members must be fully engaged in the management process. Each member of this group has a fiduciary resposibilty for running the system. This group provides the complience checkes and balances required in the system. This is the management and governace of the system. These stakeholders have potential legal ramifications to failure to fulfill their duties. The approach must be open and continious dialog on operations and consinious on major decisions. There must be transparency in financials and decision making. This the group the health care leader must worke closely with and be responsiable

According to Veronesi, Kirkpatrick et al. (2013), 10% increase in the number of doctors on boards can have positive impacts on hospital performance. It may be important to add, that it is clinical involvement that is increasing performance and not the reverse case, which would mean that more clinicians are hired at senior levels in well performing institutions. Moreover, the results suggest having a larger group of clinicians on boards, which collectively contribute in the decision-making process (Veronesi, Kirkpatrick et al. 2013). The longitudinal study is well - conducted and the idea of distributed leadership (cf. point 2: Different concepts of

Saint Louis Medical Center’s (SLMC) vision primarily focuses on promoting evidence-based health practices, excellent patient care, and innovative healthcare. As a nurse executive at SLMC, my management of power would be one that is based on supporting staff, encouraging “out-of-the-box” thinking, and promoting efficiency. The leadership theories that best suit my management of power are the transformational and the nine-factors of full-range theories. In both theories, leaders motivate their staff by appealing to moral values that stem from the organization’s vision statement (Doody & Doody, 2012). These types of leaders create a work environment in which the staff feels safe to take certain risks that promote creativity and innovation (Doody & Doody, 2012). They encourage communication, teamwork, and professional collaboration to help staff deal with healthcare’s rapid changes (Tinkham, 2013). The purpose of this paper is to describe my management of power through the transformational and the nine-factors of full-range theories of leadership and will have the following sections: leadership theories, organizational structure influences, supporting evidence, and conclusion.

Complacency doesn’t breed merely from getting respite when things turn out well. A lot of leaders typical retort to waning performance by turning up the heat. (Prater, 2013) These impulsive actions of leadership might in point of fact have an effect on complacency. Complacency might take place on various levels, both individually and organizationally. Self-satisfaction is the curse of protracting the utmost results level. Over spotlighting on the past might origin complacency, it is feed by beneath focusing in doing those needed modest things right. Timothy Rogers’ philosophy in the case of Scarlett Hospital, of conveying the most excellent healthcare and striving to surpass precedent efforts has lead to a reduction in complacency. There are several lessons we can learn from this case study. Placing short term goals and rejoice accomplishing them. In institutions of healthcare, making it simple for clinical personnel to perceive instant effects of their endeavors with fresh protocols and publically acknowledging improvements. An additional lesson is to admire dedicated champions and leaders. Change needs leaders to be devoted to QI, not merely managers who do the bare minimum to obtain the job done. (Silow, 2007) Institutions must generate a culture where any person can turn out to be a leader and sustain them to achieve so. Executives of Healthcare require being patient and unremitting. Once a commitment is made, by