Union Medical Center Case

The main key issues in case #5 is that the MMG system had not achieved its overall financial performance goals; therefore they experienced a big loss secondly the transition of new leadership became an issue. The difficulties of implementing the MBS business model in the Hospitals and Clinics division also became a very important issue. Having to come up with a strategy to improve the financial side and being able to focus on customers and relationships was not an easy task for them. Hospitals had a different approach of helping customers in

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 Methodist hospital of Indiana was undergoing organizational and leadership change in 1988. Their longtime head had retired and William J. Loveday became their new CEO. He brought in a whole new management team to help him implement new ideas and create a new culture there. His new CFO was in charge of the IS department and after discovering that the department was in shambles with no real direction, he hired Walter C. Zerrener to become the Chief Information Officer. Zerrener found that the Methodist Hospital had spent about $20 million to install a state-of-the-art proprietary patient management system called TDS in 1970s but had done no upgradation after that . The IS department was solely focused on keeping the TDS

1. What went wrong? How can you explain how the technology actually led to more rather than fewer mistakes?

Hospital. Successful transition to lCD-10--CM and ICD-10-PCS requires careful strategic planning and coordination of resources across the entire hospital. Planning for lCD-10 must engage executive leadership, particularly since the coordination challenges span across a wide range of functional areas, including finance, information services, decision support, compliance and the medical staff. Business areas that make up the hospital setting may include: (a) Information systems including health information systems and ancillary departments; (b) Financial services in accounts receivable, billing, and finance; (c) Medical management comprised of medical records, quality/mortality and morbidity data, patient care units, and clinical affairs; and (d) Patient access for admissions, registration, scheduling, and insurance verification.

Small patient groups within the wards, along with large community meetings, there feelings are shared and patients' comments taken seriously, and work assignments, recreational activities, are assigned to make the hospital less like a "holding" environment. .

The workers’ compensation claim detailed the circumstances surrounding an injury that he suffered while at work. He confessed that while working on the job site he sustained severe burns to his lower body. His duties on this day included that he make some repairs to a leaky fuel line. During this process fuel spilled onto his pants. Additionally while making repairs pieces of steel become caught on his pants. Lastly as Mr. Martinez attempted to use a torch to cut free pipe a spark ignited the fuel on his pants. This resulted in burns to his lower body. This injury resulted in him to miss having to miss a considerable amount time from work. He filed a workers compensation to replace part of his lost wages. The suit accused the defendants of failing to maintain a safe work site for its subcontractors and in failing to provide personal protective clothing, personal protective equipment, and firefighting equipment.

It is expected that complications must be accounted for while building a strong relationship between healthcare managers and staff. Problems are expected to occur. This is the reason why proper planning is important to healthcare organizations. Healthcare leaders might be concerned with cultural differences that exist in their organization. The problem might be caused by a manager not being involved with the immediate department or working environment. Another reason might be inequality issues that boost poor morale, downgrade associations, and devalue legal rights for healthcare systems operations. Equity guarantees that quality care would be provided to all people from various cultural backgrounds (Croxton, 2011). Addressing problems through communication, such as a staff meeting or off duty activities to improve morale within the organization, can minimize problems.

It will be presented at a meeting with the stakeholders. The findings from the project led to recommendations to CCF OR team. These recommendations suggest, that the OR department would benefit from investing in technology infrastructure, for example a real time patient tracking system, allows to improve patient flow through the reports generated by the record of the patient’s location, while moving patient through the treatment system. Furthermore, the management team, needs to apply strategies such as the Lean Six sigma methodology, to carry out an improvements plan, that allows to take better advantages from the space available, not only in the PACU but also to other areas of the OR department as ACU, Main OR, SPD, and Supply Room. In addition, a continuous monitoring plan to ensure the gains are maintained.

I think once the evaluation is made whether to keep the clinic open is finalized the decision should then be made to keep it open of to close it. According to Cheshire, Montgomery and Johnson (2017) community health centers program is intended to increase access to primary care services for Medicaid and Medicare patients in rural communities. Therefore, I believe that everything should be consider to keep it open so that patient care received the care that they so desperately need within that community. Community health centers across our country have a 45-year history of providing care in underserved communities for everyone, regardless of their ability to pay.

This case study looks at the challenges faced by Matt Hayes, executive director of Riverview Regional Medical Center (RRMC). Previously named as “The Holy Name of Jesus Hospital”, the facility was owned and operated by Catholic nuns. The Hospital Management Associates (HMA) bought the facility in August 1991 and modify the name to Riverview Regional Medical Center. Hospitals that were taken over by HMA upgraded to state-of-the-art facilities that provided high quality medical care. RRMC run numerous private practices throughout the city and shared common medical staff with their chief opponent, Gadsden Regional Medical Center (GRMC). However, the common staff from the Emergency and Radiology department were not shared. Over the past years, RRMC has been facing multiple challenges concerning the different services provided by the facility (Swayne, Duncan, & Ginter, 2013).

Their existing system and reputation have already set them apart as a market leader and has proven to be a profitable setup. However, there is still an unmet demand. Option 1 to add 50% more beds may not be beneficial if we don't also increase operation. Increasing the number of bed by 50% would not be advisable unless they would add more surgeons and operating rooms because the existing operating

Based on a request from our Chief Executive Office I had the opportunity of analyzing the current financial standing of Virginia Hospital Center. Overall the hospital appears to be in a strong position financially. I will be presenting a brief overview of aspects of our financial statements which I feel are relevant and will set you at ease based on our financial strength. I focused this presentation on four important aspects, they are VHC’s Operating Margin, Current Ratio, Excess Margin and finally VHC’s Average payment period. I will go into more details about what these benchmarks represent and our current performance on them.

The purpose of this paper is to provide recommendations on the alliance network of Medtronic for its further strategic success.

When a public organization has no profit objective, it is difficult to measure its performance. Although, the measurement of the output of non-profitable hospitals is possible in financial terms, we cannot evaluate their performance based on their income statements. The other difficulty with regard to control is that services cannot be stored like manufactured goods. If the occupancy rate is less on a day, there will be minimal utilization of the services of the staff present in the hospital on that particular day. Unutilized services cannot be stored for the subsequent day. Therefore, the organization will suffer a financial loss. In spite of numberless difficulties, hospitals must adopt management control methods prevalent in the healthcare industry. These methods should be in harmony with the objectives of the organization and their fulfillment through