Discussion: Strategic Management of Health Care Organizations

Discussion: Strategic Management of Health Care Organizations ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Discussion: Strategic Management of Health Care Organizations Learning Objective: Strategic Leadership Relevant Chapter/Article: Read case Century Hospital Need for Change and motivation articles. Discussion: Strategic Management of Health Care Organizations Century Hospital Case If You Want to Motivate Employees, Stop Trusting Your Instincts Motivating People Starts with Having the Right Attitude You are now placed in the role of a manager. As a Manager, you help shape people’s daily work experience. You have the opportunity to discover what makes them tick. What are their talents? Their values? Their goals? If you can unlock the passion and potential of every person on your team, they will choose to give 110%. When that happens, everyone wins. Reference Section: Cite your work correctly In general, you need to cite sources any time, and every time you use someone else’s words to answer a question, write a paper or presentation, and post on a discussion board. 1. What type of source am I trying to cite? Journal article? Book? Webpage? 2. Where did I retrieve that source? Library database? Website? Was it a print source? 3. What citation style am I supposed to use for my assignment? APA or MLA? For this class, you are required to use APA. Follow these simple rules. You must cite a reference when you: Discuss, summarize, or paraphrase the ideas of an author Provide a direct quotation Use statistical or other data. Use images, graphics, videos, and other media The following link can help you organize the correct way to cite your work APA https://www.calvin.edu/library/knightcite/index.ph… attachment_1 attachment_2 attachment_3 attachment_4 Double space seven times to start the title page BEFORE YOU GO ANY FURTHER 1. The text and the page numbers in the header are Times New Roman 12 point font. 2. The margins are one inch all around. 3. The spacing is double space. 4. Go into the paragraph tab and check off the box “do not add space to paragraphs of the same style. 5. Go into the paragraph tab, then the tabs and clear all the tabs and the default tab is set to one-half inch. Paper Title 6. The margins are left flush. Student Name Lehman College City University of New York Department of Health Science Noel Ruiz, DHSc, MPA Strategic Management of Health Care Organizations Century Hospital Strategic Leadership Date INSERT A PAGE BREAK TO SEPARATE THE TITLE PAGE FROM THE PAPER NOTE: Page numbers begin on page 2 – use the page number tool 2 Introduction Introduction should be a one or two paragraph explanation of the assignment and the focus of the paper. The paper should include 4 pages of content not including the title or reference page. It is important to select under the page layout tool the correct margins template with 1-inch margins all sides and to check that the auto indent and spacing before and after is set at 0 pt and under paragraph double spacing is selected. In academia, it is traditional to use the third person when writing papers and not to use “I or we” and this is to be followed for the weekly written assignments except in the recommendations section of the paper. Keep the following titles/themes: 1. What are the main issues Beverly is facing? 2. What actions could she take to improve strategic thinking and strategic management at the hospital? 3. What stakeholder issues should she immediately address? 4. What changes could she make over the short term to refocus the organization and achieve quick wins? 5. How can Beverly motivate her employees? Conclusion The conclusion is a summary which hshould include the major issues discussed in the paper and is 1-2 paragraphs in length. Reference citations are not used in this section because no new information should be added since the summary is based on the analysis of information from the readings and references contained in the discussion section. 3 References (title is NOT bold) Samples below only list referenced cited in the paper and include required readings Abbot. (2009, March 24). Abbot advances its revolutionary fully bioabsorbable drug eluting stent with initiation of next phase of clinical trial [Press release]. Retrieved from Press release, p. 186 http://www.abbott.com/global/url/pressRelease/en_US/Press_Release_0715.htm American College of Physicians. (2010). Internists and physician assistants: Team-based primary care [Monograph]. Philadelphia, PA: Author. Report, p. 205-7.03, p. 206, no. 32-34 American Heart Association. (2011, March 29). Overweight in children. Retrieved from http://www.heart.org/HEARTORG/GettingHealthy/Overweight-inChildren_UCM_304054_Article.jsp Professional organization Web site American Psychological Association. (2010). Publication manual of the American Psychological Association. (6th ed.). Washington, DC: Author. Book, pp. 200-203 Behavioral problems in children. (2012). In P. M. Paulman, J. D. Harrison, A. Paulman, L. S. Nasir, & D. S. Collier (Eds.), Signs and symptoms in family medicine. Philadelphia, PA: Saunders. Chapter in a book with no designated chapter author, p. 203 Bogdanich, W. (2010, January 26). As technology surges, radiation safeguards lag. The New York Times. Retrieved from Newspaper, Discussion: Strategic Management of Health Care Organizations p. 200, no. 10-11 http://www.nytimes.com/2010/01/27/us/27radiation.html?ref=radiation_boom&pagewant Carbohydrates: Good carbs guide the way. (n.d.). Harvard School of Public Health. Retrieved from http://www.hsph.harvard.edu/nutritionsource/what-should-you-eat/carbohydratesfull-story/ Newsletter, p. 200, no. 9 4 Centers for Disease Control and Prevention. (2011a, April 21) A growing problem. In Overweight and obesity. Retrieved from Governmental agency Web site http://www.cdc.gov/obesity/childhood/problem.html Centers for Disease Control and Prevention. (2011b, August 1). Diabetes: Successes and opportunities for population-based prevention and control. In Chronic disease prevention and health promotion. Retrieved from Governmental agency Web site http://www.cdc.gov/chronicdisease/resources/publications/aag/ddt.htm Colledge, N. R. (2010). Delirium. In N. R. Colledge, B. R. Walker, & S. H. Ralston (Eds.), Davidson’s principles & practice of medicine (21st ed., pp. 171-172). Philadelphia, PA: Churchill Livingstone. Chapter in a book with a chapter author, p. 202 Cooper, R., Cutler, J., Desvigne-Nickens, P., Fortmann, S. P., Friedman, L., Havlik, R., . . . Thom, T. (2000). Trends and disparities in coronary heart disease, stroke, and other cardiovascular diseases in the United States: Findings of the National Conference on Cardiovascular Disease prevention. Circulation, 102, 3137-3147. doi: 10.1161/01.CIR.102.25.3171 Journal article with more than seven authors, p. 198 Dangas, G., & Kuepper, F. (2002). Restenosis: Repeat narrowing of a coronary artery. Circulation, 105, 2586-2587. doi 10.1161/01.CIR.0000019122.00032.DF Davis, N., Forbes, B., & Wylie-Rosett, J. (2009). Nutritional strategies in type 2 diabetes mellitus. Mount Sinai Journal of Medicine, 76(3), 257-268. doi 10.1002/msj.20118 Dinger, J. C., Cronin, M., Mohner, S., Schellschmidt, I., Minh, T. D., & Westhoff, C. (2009). Oral contraceptive effectiveness according to body mass index, weight, age, and other factors. American Journal of Obstetrics & Gynecology, 201(3), 263.e1-263.e9. Retrieved from http://www.ajog.org/article/S0002-9378(09)00272-5/abstract Journal article, p. 198 ? Two authors ?Three authors ?Six authors 5 Hall, L. (2010, October 11). 3 weird recent discoveries about obesity. The Orange County Register. Retrieved from http://healthyliving.ocregister.com/2010/10/11/3-weird-recentdiscoveries-about-obesity/24500/ Newspaper, p. 202, no. 10-11 Hutchinson, M. R., & Ireland, M. L. (2003). Overuse and throwing injuries in the skeletally immature athlete. Instructional Course Lectures, 52, 25-36. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/12690838 Journal article, p. 198 Leadership. (n.d.). In Merriam-Webster’s online dictionary. Retrieved from http://www.merriam-webster.com/dictionary/leadership Word from a reference book, p. 205, no 30 Leung, L. L. K. (2011, June, 6). Anticoagulants other than heparin and warfarin. Discussion: Strategic Management of Health Care Organizations Retrieved from http://www.uptodate.com/…tents/anticoagulants-other-than-heparin-andCorporate Web site warfarin?source=search_result&search=anticoagulants+ other+than+heparin+and+warfarin&selectedTitle=1~150 McCulloch, D. K. (2011, June 16). Thiazolidinediones in the treatment of diabetes mellitus. Retrieved from http://www.uptodate.com/…nes-in-the-treatment-of-diabetesmellitus?source=search_result&search=Thiazolidinediones+in+the+Treatment+of+Diabe tes+Mellitus&selectedTitle=1~150 Corporate Web site Onyike, C. U., Crum, R. M., Lee, H. B., Lyketsos, C. G., & Eaton, W. W. (2003). Is obesity associated with major depression? Results from the third national health and nutrition examination survey. American Journal of Epidemiology, 158(12), 1139-1147. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/14652298 Journal article, p. 198 Seldin, P. (2009). The academic portfolio: A new and more effective way to document teaching, research, and service [PowerPoint presentation]. Retrieved from no13_2009forum_report02_2_2.pdf Unpublished works, p 211-7.09 and p. 212-7.10 6 Weil, W. M. (2011, October). Evaluation and treatment of disorders of the hand. In S. S. Koo Symposium, pp. 206-207 (Course Director), Orthopedics symposium for the primary-care physician. Symposium conducted at the meeting of the Swedish Continuing Medical Education, Seattle, WA. Thorp, C. M. (2008). Pharmacology for the health care professions. Hoboken, NJ: WileyBlackwell. Book , p. 202 U.S. Department of Health and Human Services. National Institutes of Health. National Heart, p. 205, no 31 Lung, and Blood Institute. (2011, February, 1). What are coronary heart disease risk factors? Retrieved from http://www.nhlbi.nih.gov/health/health-topics/topics/hd/ Government agency sponsored by a dept of the government Weaver, C. (2008). Grammar to enrich & enhance writing. Portsmouth, NH: Heinemann. What is metabolic syndrome? (n.d.). In Metabolic syndrome health center. Retrieved from No author or date, p. 200, no 9 http://www.webmd.com/heart/metabolic-syndrome/metabolic-syndrome-what-is-it Corporate Web site Wilensky, G. (2009, November 12). Don’t forget about the other determinants of health. Kaiser Health News. Retrieved from http://www.kaiserhealthnews.org/Columns/2009/ November/ 111209Wilensky.aspx?referrer=search Newsletter, p. 200, no. 9 Wang, C., & Swerdloff, R. S. (2011, September 16). Patient information: Treatment of male infertility. Retrieved from http://www.uptodate.com/contents/patient-informationtreatment-of-male-infertility Corporate Web site Strategic Management of Health Care Organizations Professor Ruiz Week 14 Case Review Strategic Leadership Century Hospital need for change Beverly long CEO of century hospital just got a promotion she previously worked in a consulting firm that had done turnaround consulting at struggling hospitals. Her work was recognized in many journals, and when Century Hospitals board of trustees needed a new CEO to bring about radical change, it offered the job to Beverly. Century Hospital is a 500-bed acute care hospital in the southeastern region of the United States.Discussion: Strategic Management of Health Care Organizations Its mission is to provide care for the poor and underprivileged. However, in the past two decades, the hospital constructed a new facility and feeder clinics around its affluent suburban areas. An ex-military officer had run the hospital for the past 15 years, and decisions were highly centralized. He authorized all new hires and replacements and non-routine purchases of more than $10,000. The centralization of decisions slowed actions and inhibited innovation. However, until recently, the hospital prospered and consistently earned high returns. In the past few years, new organizations entering Century’s market have eroded the hospital’s profits. Physician specialty hospitals, national physician clinics, surgery centers, and other new services have attracted many century hospital patients. The hospital’s operating margin dropped to just one point, 8% before the previous CEO retired. The board of trustees is concerned about the future of the hospital. In recent years, state legislators have discussed taxing not for profit hospitals that earn too much money. The board also is questioning whether century is meeting its mission, given his location in one of the most affluent areas in the region. Recent staff surveys suggest that many employees are not satisfied with their jobs, which may have contributed to the current high turnover. As one employee wrote Strategic Management of Health Care Organizations Professor Ruiz Week 14 Case Review Strategic Leadership at the end of the survey, “I thought I was getting out of a dysfunctional culture when I left the army. Little did I know that yelling and extreme bureaucracies exist outside of the military. Century culture needs an extreme overhaul period.” Into this situation walked Beverly long period after three months of mostly observing and noting problems, she believes she is ready to develop a plan of action. Questions 1. What are the main issues Beverly is facing? 2. What actions could she take to improve strategic thinking and strategic management at the hospital? 3. What stakeholder issues should she immediately address? 4. What changes could she make over the short term to refocus the organization and achieve quick wins? 5. How can Beverly motivate her employees? Motivating People Starts with Having the Right Attitude https://hbr.org/2017/03/motivating-people-starts-with-having-the-ri… LEADING TEAMS Motivating People Starts with Having the Right Attitude by Monique Valcour MARCH 01, 2017 Most leaders know what strong motivation looks like. When I ask leadership development clients to describe the type of motivation they’d like to see in their teams, they mention qualities such as persistence, being a self-starter, having a sense of accountability for and commitment to achieving results, and being willing to go the extra mile on projects or to help other team members. But many leaders have little idea of how to boost or sustain that level of motivation. 1 of 5 8/26/19, 9:21 PM Motivating People Starts with Having the Right Attitude https://hbr.org/2017/03/motivating-people-starts-with-having-the-ri… Many leaders don’t understand that they are an integral part of the motivational ecosystem in their companies. The motivational qualities listed above appear most frequently when employees feel valued, trusted, challenged, and supported in their work — all things that leaders can in?uence. For better or worse, leaders’ attitudes and behaviors have a huge e?ect on employees’ drive and capacity to perform. One problem that gets in the way is a mechanistic, instrumental view of the human beings who sit at our companies’ desks. Seeing compensation as the primary or only tool we can use to motivate high performance is like trying to build a house with only a hammer. What gets lost is that incentives, regardless of which ones are applied, ?lter through employees’ brains along with every other aspect of the employment experience. How employees experience work from day to day has a bigger in?uence on their motivation than their compensation and bene?ts package. Discussion: Strategic Management of Health Care Organizations Another barrier to a leader’s capacity to motivate RELATED VIDEO is the widespread, mistaken belief that motivation is an inherent property of the employee — “they either have it or they don’t.” In fact, motivation is a dynamic process, not a stable employee characteristic. When we judge an employee to be irredeemably unmotivated, we give up on trying to motivate them. A vicious cycle ensues, in which our attitude and behaviors 9 Employee Engagement Archetypes You can’t engage employees if you don’t know what motivates them. ? Save ? Share elicit exactly those behaviors we expect from an unmotivated employee, which in turn reinforces and justi?es our verdict and approach. Everybody loses: The organization is deprived of the SEE MORE VIDEOS > employee’s full contribution, the leader acts unskillfully, and the employee grows increasingly disengaged. Managers generally start out with the best of intentions. After all, whenever we hire someone new, we expect that they will be motivated. Later, if performance or engagement lags, we experience frustration at the “unmotivated, entitled” employee. It often goes something like this: “As a leader, I 2 of 5 8/26/19, 9:21 PM Motivating People Starts with Having the Right Attitude https://hbr.org/2017/03/motivating-people-starts-with-having-the-ri… started out caring very much about the emotional needs of sta?. Unfortunately, all this brought about was overentitlement and making it OK to use your feelings to waste time and create a negative environment. I have evolved to care less about feelings and more about getting the work done, period. As long as my expectations are clear, people get paid, and they have a safe environment, there is no room for the rest of it in the workplace.” I found this comment on a leadership article posted on the HBR Facebook page, but it could have come from the mouths of the countless leaders I’ve met during my career. Even if a leader feels perfectly justi?ed in taking this approach, giving the impression that employees’ subjective experience of work doesn’t matter will only serve to dampen employee motivation. It is entirely possible for leaders to learn to motivate even those employees they’ve given up on. As an example, I recently coached a leader who’s responsible for a global organization’s operations in an Eastern European country. A man in his ?fties with a military background, he complained of being saddled with an underperforming team member he couldn’t ?re: “He’s basically useless. All I can do is contain him so he doesn’t screw anything up — and lean on my capable people to get our work done.” The leader gave the employee routine, low-value work to do, didn’t share important information with him, didn’t bother to meet with him, and never sought his input or contribution to important projects. “Why bother with him? I can’t change him, and I don’t have time to waste on someone who’s unmotivated,” he insisted at ?rst. Through coaching, the leader came to appreciate that these choices, which he initially saw as rational responses to a motivational de?ciency in the employee, actually worsened the problem. He realized that seeing his employee as useless was only one of many possible perspectives he could take — and that it limited his leadership e?ectiveness. After shifting his approach from containment to facilitation, he saw substantial gains in the employee’s outward motivation and performance, to the point where the employee became a valuable member of the team. To make the shift that boosted his employee’s motivation, this leader had to be fearless in examining his own thinking and patterns of behavior. He recognized and admitted that he didn’t see his employee as a whole human being, but rather as an object and a problem. He had to develop curiosity about what the situation was like from the employee’s point of view. Discussion: Strategic Management of Health Care Organizations He had to experience that valuing his employee’s perspective opened up avenues for motivation. As he started talking more with his employee, giving him challenging work, seeking his input, and including him in important projects, the employee responded with increased enthusiasm and commitment. “I can’t 3 of 5 8/26/19, 9:21 PM Motivating People Starts with Having the Right Attitude https://hbr.org/2017/03/motivating-people-starts-with-having-the-ri… believe what a di?erence it makes,” he told me after a few sessions. I believe that most interpersonal problems that arise in the world, whether in relationships, companies, or nations, come down to the fundamental di?culty humans have in seeing things from others’ perspectives. When we make assumptions about what employees believe and value, interpreting their behaviors according to our assumptions, we reduce their humanity and their complexity. The very phrase “human resources” frames employees as material to be deployed for organizational objectives. While the essential nature of employment contracts involves trading labor for remuneration, if we fail to see and appreciate our employees as whole people, e?orts to motivate them will meet with limited success. Instead of thinking about how we can control our employees, let’s focus on how we can motivate them. A good place to start is by re?ecting on the best boss you’ve ever had. How did this boss make you feel? What did this boss do to earn your admiration? Try to harvest some of that boss’s motivational strategies and make them your own. Monique Valcour is an executive coach, keynote speaker, and management professor. She helps clients create and sustain fulfilling and high-performance jobs, careers, workplaces, and lives. Follow her on Twitter @moniquevalcour. This article is about LEADING TEAMS ? Follow This Topic Related Topics: Motivating People Comments Leave a Comment Post Comment 4 of 5 8/26/19, 9:21 PM Motivating People Starts with Having the Right Attitude 29 COMMENTS Clement Gavi https://hbr.org/2017/03/motivating-people-starts-with-having-the-ri… 2 years ago ‘Think about your own experience and what motivated you when you were in the lowe … Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10