The Stanford University Hospital Analysis

The health care market has expanded over the past few decades and diverse healthcare providers have tried to expand their market share. However not everyone is looking to provide the best care available for their patients. This is why tools like the Hospital Comparison website collects data from multiple hospitals and publishes them to the public. The free tool tries to empower patients and at the same time encourages quality of care. Patients now have the power to seek and choose the best care available.

Improved Performance. By having an identified process in place, the organization is attempting to create alignment of individual goals with that of the department and

Stanford Hospitals and Clinics (SHC) is a world renowned academic health system that is comprised of 386 primary and specialty care clinics and the 476 bed Stanford Hospital (US News & World, 2015). The hospital and most clinics are situated in Stanford, California or the surrounding cities. The mission of SHC is “to care, to educate, and to discover for the benefit of patients and the larger community” (Denend, Mendelson & Zenios, 2010). They exemplify this mission by being nationally ranked in 13 adult specialties, including: #9 in ear, nose, and throat; #10 in cancer; #13 in diabetes; and #18 in cardiology (US News and World Report, 2015). Their excellent across multiple disciplines has helped SHC gain worldwide recognition for

One of the models that address organizational change and diagnosis is Weisbord's Six Box Model, which identifies six factors that need to be considered when diagnosing an organization. These six factors include the purpose, structure, relations, leadership in the organization, auxiliary and rewards to maintain a balance between the elements of the organization, both formal and informal. Purpose deals with the business that the organization deals with, structure deals with the division of labor, relations deals with how conflicts are managed in the workplace, auxiliary deals with the technologies available in the organization and how they are coordinated and lastly rewards deal with how the organization compensates those who complete their tasks. In this way, people and processes are in sync and a narrow scope isn't just taken into account. (Janicijevic, 2010)

The divergence of goals and limited communication created a conflict between the physicians and the staff of hospital utilization review department. Although the physicians felt that the patient should remain hospitalized for some additional evaluation procedures, the decision taked by the utilization department was that the patient should be discharged because his condition did not rationalize continued admission. The physicians have the superior knowledge and the ability to take the right clinical decisions regarding the length of stay, while, the utilization review department serves as the oversight for approved length of stay and concerns the common clinical scenarios that lead to Medicare payment denials

California Hospital Medical Center (CHMC), has seen several changes over the past decades. Upon its creation in 1887 as the very first hospital in Los Angeles (LA), CHMC remains a cornerstone of LA and a recognized leader in excellence, innovation and community service. CHMC is a member of the Dignity Health and is accredited by the Joint Commission. The hospital provides services to patient populations ranging from pediatrics to geriatrics, emergency medicine to gynecology, cardiology to obstetrics, transitional care unit to rehabilitation services, obstetrics to neonatal intensive care units, surgical services and cancer center. CHMC internal strength, lies in the hospital’s reputation as a dynamic and forward thinking organization. The following functional areas will be examine in light with the hospital’s internal strengths: clinical operations, information systems, marketing, clinical support, human resources and financial administration.

Lastly, a current and new survey that is used as a surveillance method is the National Hospital Care Survey (NHCS). The NHCS integrates inpatient data previously collected by the NHDS with the emergency department, outpatient department, and ambulatory surgery center data collected by the NHAMCS. The integration of these two surveys along with the collection of personal identifiers such as protected health information will allow the linking of care provided to the same patient in the different facilities they may have visited as an outpatient or inpatient. “It will also be possible to link the survey data to the National Death Index and Medicaid and Medicare data to obtain a more complete picture of patient care” (CDC,2017).

It has received an Excellence Award for Cardiac Surgery in 2014-2015 for having one or more of the country’s top 100 cardiac surgeons. Additional awards were received for Treatment of Sepsis, Colo-Rectal Surgery, Coronary Intervention, and Treatment of Respiratory Failure. Suffice it to say, the hospital has achieved remarkable accomplishments. Franciscan St James Hospital is accredited by the Health Facilities Accreditation Program. The Commision on Accreditation of Rehabilitation Facilities and the American Osteopathic Association have also given accreditation to the hospital for its superb quality and commitment in healthcare. The physicians, clinical staff, and employees of the hospital have made a commitment to, and made it a career obligation to live the hospital’s mission. In following this mission, they live and work by a set of common values that include the “respect for life, compassionate concern, and Christian stewardship, and fidelity to the mission” (Association of Psychology Post-Doctoral and Internship Center). Our new management model is intended to ensure consistency, promote the implementation of best practices, and achieve the goal of providing better care, better health, and lower costs for patients that are in need of healthcare services. The refinement of the Franciscan Alliance hospitals reflects and reinforces an

American hospital quality outcomes 2014, is a report to the nation focusing on countrywide hospital performance consisting of over 4,500 hospitals that concentrate on 31 of the most common inpatient procedures and conditions during the span of 2010 – 2012 (Healthgrades, 2013). Healthgrades report highlights adverse events and problematic areas of patient care and procedures, which enable a patient and family to choose to receive healthcare at a facility of their choice. Information provided in health grades provides unbiased information on specific hospitals that are graded by stars, 1- star, 3- star, or 5- star ratings (5 being the highest). This rating of procedures and outcomes helps drive consumers who are motivated to seek this information as to what hospitals surpass in treating medical conditions appropriately with best outcomes.

Healthcare changes occur rapidly, and it’s a costly venture to constantly pay staff to research trends, and assist with implementation procedures. Organizations such as OAHHS have been developed to help remove that pressure individually, and allow Oregon hospitals to utilize the information that is provided and advocated for at the state level. Hospitals that take advantage of such programs benefit from this growing organization, which continues to hire new staff, are able to tackle specific projects that are of importance to those digesting information to tailor it for specialties.

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

the organization engage in a collaborative way to achieve the strategic goals of the organization. Approaches geared and focused on collaborative, participative, and problem‐solving efforts work to align behaviors with strategic requirements (Spector, 2013). In process-driven change, content is used to support rather than initiate ( Spector, 2013).

The Massachusetts General Hospital is a healthcare hospital located in the West End neighborhood of Boston, Massachusetts and is proclaimed to be one of the leading healthcare providers in the nation, with it having the prestige of being the original and largest teaching hospital of Harvard Medical School and a biomedical research facility and the largest healthcare provider in Massachusetts. When first observing the website, one of the main things that is stated on the first page and is clearly stated in big bold letters is the proclamation of the achievement that the hospital holds. It is stated that the Massachusetts General Hospital has been named among the top hospitals in America and it has been ranked among the top three of hospitals

The unhealthy hospital case is about a hospital named Blake Memorial that has been in a very bad shape, lacks in providing the best quality of care, is in debt, and financially imbalanced. It is important for a healthcare set up to maintain balance in the financial system so the stakeholders and customers who are the patients their interests are met. If the hospital is lacking in providing the best quality of care for its community and the community is in high needs of the care than the CEO’s of the hospitals need to make a change. The patients (customers) look for getting the best services and better results from a hospital and the stakeholder’s looks for better profitable gain from their business by running the hospitals. In this case

Over the past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency.