In this case study the Hollywood Hospice has to implement changes to apply for/achieve JCAHO Accreditation for the Hollywood Hospice. Using the concepts Organizing Groups and Teams, describe how would we apply these concepts to implement the necessary changes for the Hollywood Hospice. CASE: HOSPICE GOES HOLLYWOODHollywood Hospice is a not-for-profit, 85-bed hospice facility located in the small, butpopulous, town of Hollywood, California. Like all other hospices, its mission is to providehigh-quality palliative care to the terminally ill. Because it is located in a competitive envi-ronment that receives much media coverage, Hollywood Hospice is extremely consciousof its image. Hollywood Hospice, therefore, maintains top clinicians and administrativestaff, has an attractive facility, and recently attempted to make adjustments to apply forJCAHO (Joint Commission on Accreditation of Healthcare Organizations) accredita-tion. The administrative staff worked for several months revising policies and proceduresand determining areas in which work practices should change to comply with JCAHOstandards. The staff believed that improving standards for compliance would improve thequality of care and bring prestige to the facility, even though it already has approval fromthe National Hospice Organization.The administration of Hollywood Hospice knew that the changes were vital toachieving accreditation and had to be made quickly. The director, Ms. Cynthia Thur-mond, distributed to each clinical and administrative department two-inch binders thatcontain details about the implementation procedures for accreditation. Shortly afterdistributing the binders and sending a reminder e-mail to all staff about the urgencyof the implementation, Ms. Thurmond began to receive complaints from the admin-istrative staff; the staff complained that most of the changes were not being followedby the clinicians. Ms. Thurmond expressed her frustrations to her assistant Glenn: "Idon't understand why the clinicians aren't following the new protocols we gave them.Without full compliance with the new protocols, we have no chance for accreditationor for increased quality care.""I know, but some of the changes are proving harder to implement than others; I'mnot sure which ones we should have them focus on," Glenn responded. "I don't believethe clinicians understand that all of the new protocols have to be followed strictly. Theyjust don't seem to care! Maybe we should create an incentive system so they'll do what wewant," he suggested.Meanwhile, down the hall, the medical director, Dr. George Frank, became veryaggravated after reading the documents. "I can't believe they want us to make changes thisquickly without giving our staff adequate training, and without even asking for our input!"he complained to a nurse. The nurse agreed, "All of these new policies and procedures arejust more useless bureaucracy; who needs accreditation when we know we provide goodquality healthcare? We have enough work as it is and we don't need more non-clinicianstelling us what to do or how to do it."Hollywood Hospice's compliance efforts appear to have reached a stalemate. Althoughits administration is ready to implement new policies and procedures for accreditation, theimplementation lacks clinician support.

Note: The answer has been framed in a generalized manner.The systematic organization of planned…

In this case study the Hollywood Hospice has to implement changes to apply for/achieve JCAHO Accreditation for the Hollywood Hospice. Using the concepts Organizing Groups and Teams, describe how would we apply these concepts to implement the necessary changes for the Hollywood Hospice.

In this case study the Hollywood Hospice has to implement changes to apply for/achieve JCAHO Accreditation for the Hollywood Hospice. Using the concepts Organizing Groups and Teams, describe how would we apply these concepts to implement the necessary changes for the Hollywood Hospice.

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
What can McDonalds do to address Bakshis concerns?
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Situation 1 You want to start an online clothing store and need information about the size of the market for the marketing section of your business plan. From an online search, you found that Americans spent $18.3 billion online for apparel, accessories, and footwear last year and that the forecast for their spending on these items in the coming year is $22.1 billion. You have also researched publicly traded apparel companies, like GAP, to discover trends in online sales for these firms. Situation 2 You recently visited with a friend who knew you had taken a small business course when you attended college. During your visit, she made the comment, “I plan to open a business this summer. I won't be applying for a bank loan to fund this company, so I don't have a business plan. Do I need one?” Situation 3 John Martin and John Rose decided to start a new business to manufacture noncarbonated soft drinks. They believed that their location, close to high-quality water, would give them a…
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Situation 1 You want to start an online clothing store and need information about the size of the market for the marketing section of your business plan. From an online search, you found that Americans spent $18.3 billion online for apparel, accessories, and footwear last year and that the forecast for their spending on these items in the coming year is $22.1 billion. You have also researched publicly traded apparel companies, like GAP, to discover trends in online sales for these firms. why is your research thus far in situation 1 inadequate for what you need to know
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Perform a SWOT analysis on Highly Brill Leisure Center, based upon the following issues: Press releases have just been issued to confirm that Highly Brill Leisure Center is the first center in the area to be awarded quality assurance standard BS EN ISO 9002. A private joke between staff states that if you want a day-off from work that you should order a curry from the Center’s canteen, which has never made a profit. The Center has been offered the latest sporting craze. Highly Brill Leisure Center has received a grant to fit special ramps and changing rooms to accommodate the local disabled. It is widely acknowledged that Highly Brill has the best-trained and most respected staff of all of the centres in the locality.
Pinky Ice-cream ltd. is an ice-cream company that is located in the city of Palma and has branches inseveral communities. The brand is an emerging brand and is becoming very popular among children andyoung adults. One of the reasons why this brand of ice-cream is becoming so popular is because thequality is outstanding. The Operations manager work closely with the marketing manager to ensurethat the best quality ice-cream is sold to customer. The OM manager uses the best quality ingredientsand ensures that the best machines and labour are employed in the transformation process. They alsoproduce a variety of flavours to ensure that the customers have a wide choice. 4. Describe the following operations management decisions that must be taken at PinkieIce-Cream ltd. (product, Scheduling, Inventory Control )