Hospital Therapeutic Practices: Changes from 1800 to 1900
Hospitals as we know them today have changed dramatically on a relatively short period of time. Even just two hundred years ago, a modern patient would not recognize the center of medical care. From 1800 to 1900, there were dramatic changes that reorganized the process of care. More professionalism and specialized care were introduced, yet the holistic approach to therapeutic care was pushed to the side.
Hospital Merger Management: CEO Strategy & Integration
Hospital Management Concepts
Great Lake Memorial Hospital has just entered into a five-year contract with Springville General Hospital to deliver quality care without duplication of services. We now have a new CEO who will be meeting with a current CEO. Dan Smith, the new CEO, has certain management options for dealing with inevitable key problems arising from merger. In addition, the CEO of Springville General Hospital must deal with inevitable issues arising from merger. Both CEOs will also require the cooperation of their hospitals' Board of Trustees and Medical Directors to ensure a smooth transition and consolidation of resources.
The merger of Great Lake Memorial Hospital with Springville General Hospital will necessitate significant steps by the CEOs of both hospitals. As the new CEO of the merged hospitals, Mr. Dan Smith must deal with key problems such as establishing a good working relationship with the two other aspects of the hospital's tripartite structure, the Board of Trustees and the Medical Director. With their cooperation, Smith must concentrate on the "nuts and bolts" of hospital performance, consisting of hospital beds, payroll, full-time employees, and patients served. Smith has several management options for dealing with those issues: improving service quality by motivating staff for optimal Organizational Citizenship Behavior (OCB); decreasing hospital costs; and expanding access. The CEO of Springville General Hospital must also adjust to the merger by planning and implementing resource consolidation with Springville's Board of Trustees and Medical Director, Smith, and Great Lake's Board of Trustees and Medical Director. Research has shown that this careful cooperation, planning and implementation can reduce hospital costs, allow great access to health care services and improve the quality of patient care.
Medical Errors Crisis: How Kaiser Permanente Leads Reform
Hospitals and Public Health: Crises Medical Error
The medical error crisis in America, causing tens of thousands of deaths per year, has been traced by some consumers to workload, stress and/or fatigue among health care providers, lack of time doctors spend with patients, too few nurses, and lack of coordination and communication among health care providers. Consequently, the health care industry struggles to deal with this crisis and Kaiser Permanente has, at least in some respects, stepped to the forefront in reducing medical errors. Through its six attributes of Information Continuity, Care Coordination and Transitions, System Accountability, Peer Review and Teamwork for High-Value Care, Continuous Innovation, and Easy Access to Appropriate Care, Kaiser Permanente has shown itself to be a model for effective health care. In addition, Kaiser's policy for disclosure of medical errors to patients/families and for learning from medical errors serves as a model for other health care organizations. Overcoming systemic barriers caused by sheer size/scope and a culture of fear, Kaiser Permanente has also specifically succeeded in the areas of sepsis detection and health information technology. As a result, Kaiser Permanente's core values of reducing medical errors, accidents and hospital acquired infections are succeeding in constantly improving health care services and resulting in public acknowledgement of its efforts.
Hospital Case Study in Any Case Study,
In any case study, it is important to gather information concerning the topic, or "case," and then ask three questions. The questions are, "What's going on right now?," "What can we do about it?," and "What can we do…