The Diversity Of Adirondack Medical Center ( Amc )

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.

“He who has health has hope. And he who has hope, has everything.”- Benjamin Franklin. The decision to pursue a lifetime of service within the Healthcare industry was quite easy for me. After witnessing the importance of having exceptional health care first hand, I want to do everything I can to assist others by ensuring that healthcare policies and procedures are followed properly. Without proper health care, a person can feel lost and hopeless. I believe that an Administrative Fellowship at Massachusetts General Hospital will enable me with the necessary tools to plan, direct, communicate, and govern effectively in a health care facility.

An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.

The successful evolution of this organizational structure in a competitive marketplace has required a close partnership between managers and physicians supported by a culture of physician group accountability for quality and efficiency. An overarching agenda for achieving excellence focuses on high-impact health conditions, provides goal-oriented tools to analyze population data, proactively identifies patients in need of intervention, supports systematic process improvements, and promotes collaboration between patients and professionals to improve health.

As Executive Director, I will provide staff leadership for Better Health Association. Our goal for the company is to improve the well-being of individuals. Audiences of all ages will be able to take part in learning about living a healthy lifestyle and developing the skills needed to make healthy choices to prevent diseases and ameliorate conditions for those already afflicted with illnesses. Over the course of the next year, It is my responsibility to develop and lead the staff, management structure, dedicated to achieving the mission for Better Health Care Organization. I plan to make significant changes to our organization, to help guide individuals in Central Ohio, to living a better and healthier lifestyle. My goal is to empower the staff with the training needed to meet our company’s standards.

This paper will evaluate the leadership of Paula Wilson, President and Chief Executive Officer (CEO) of Valley Community Healthcare (VCH, formerly Valley Community Clinic). Established in North Hollywood in 1970, VCH’s mission is “to provide culturally sensitive, high quality primary care and integrated health services to those in need, regardless of their ability to pay” (Valley Community Healthcare [VCH], 2014). Its services include primary care, including preventive services and screening and treatment for chronic conditions; women’s health care and family planning; prenatal services; pediatrics; teen health care and health education; optometry; dental services; HIV testing, treatment, and case management; behavioral health

As Executive Director, I will provide staff leadership for Better Health Association. Our goal for the company is to improve the well-being of individuals. Audiences of all ages will be able to take part in learning about living a healthy lifestyle and developing the skills needed to make healthy choices to prevent diseases and ameliorate conditions for those already afflicted with illnesses. Over the course of the following year, it is my responsibility to develop and lead the staff, management structure, dedicated to achieving the mission for Better Health Care Organization. I plan to make significant changes to our organization, to help guide individuals in

With the current healthcare reform, all organizations around the globe are aiming to redesign their operations. Healthcare systems, that use the omnibus leadership model, need to function in an environment in which the needs of society will have a positive reaction. Nevertheless, the dynamic culture leadership model argues that healthcare organizations need to always work in ways that they can definitely give services that the society can use (Kennedy et al., 2011).

The way we practice healthcare and healthcare organizations are changing due to the pressure to reduce costs, improve the quality of care and to meet rigorous guidelines. This change has forced health care professionals to examine we evaluate our overall performance. Paradise Hospital, Inc. has not had any service improvements since 1995. A physician named Avedis Donabedian (2005) proposed a model for assessing health care quality based on structures, processes, and outcomes. He defined structure as the environment in which health care is provided. This is known as the organizational characteristics such as the measurement of staffing ratios and the number of hospital beds. The process is described as the method by which health care is provided. This represents the communication and interaction seen between doctor and patient. The necessity for the tests and procedures performed. The outcome is defined as the consequence of the health care provided, was there a desirable or undesirable effect.

“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

In conclusion, this paper explored the strengths and weaknesses of this organization. A weakness is identified and improvement is recommended to create a Patient Advisory Council in the Shared Governance to promote better patient-centered care. In doing so, patients will have sense of empowerment by having their input in the plan of care. To measure the success of the recommended change, the use of HCAHPS and patient metrics are utilized and compared nationally.

The governance of the Northwell health system is carried out by members of Northwell’s CEO, Vice-presidents, Corporate board of directors, Chairpersons and heads of departments and its shareholders. Implementing the pyramid shape structure of administrative management, at the summit, leading its health system is the President and Chief executive officer of Michael J. Dowling. Dowling has proven himself to be an exceptionally outstanding charismatic organizational leaders throughout his 14years at Northwell Health. He is responsible for

In the Harvard Business School case study of Intermountain Health Care (IHC), we learned about the efforts made by IHC to adopt a new strategy for managing health care delivery that is focused on improving care quality while simultaneously saving money. Beginning in 1986 as a series of experiments tying cost outcomes to traditional clinical trials, IHC’s approach to delivering care became known as “Clinical Integration” which “referred to both an organizational structure and a set of tools” (Bohmer, 2002). The organizational structure required a departure from the traditional administrative management model to one that “involved administrative and medical

Ownership is about taking initiative and doing the right thing for the business. It’s about taking responsibility for results and not assuming it’s not someone else’s responsibility. At minimum, taking ownership means that if you recognize something is material to achieving results, that you take the initiative to bring it to the attention of the right people. If ownership is about taking initiative, accountability is about follow through and getting done

The UNM Health Sciences Center is an integrated medical school, hospital, and research campus. It employs nearly 20,000 people in order to service nearly a million patients per year. The vision is to “make more progress in health and health equity than any other state”, through partnerships, community engagement, transformational education, and cutting edge research. Culture seems fractured, as diversity is the name of the game. However, almost everyone is united under pushing health research and education – fueled by a constant stream of caffeine. Each department and facility works more or less without outside interactions unless necessitated by contract or project.