Whose Hospital? A Case Study

January 5, 2018 | Author: Anonymous | Category: Business, Management
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Whose Hospital? A Case Study of Brendan Hospital Meagan Bailey Lori Clark Lori Reau Jessica Rush Chris Sargent

Brendan Hospital Hierarchy      

Board of Trustees President CEO Directors and Associate Directors Managers and Supervisors Staff

Initial Problem    

CEO turnover rate Current CEO lasted 18 months What is causing this? Who is causing this?

Accountability 

 

According to the Oxford Dictionary, accountable is defined as: (of a person, organization, or institution) required or expected to justify actions or decisions; responsible (2010). Examples: Work, family, friends, choices, actions How does accountability work?

The Hospital Staff Accountable to their patients  Also accountable to their supervisors managers 

Supervisors and Managers 

Accountable to the Department Heads/Directors (including associate)

Department Heads 

Accountable to the CEO

CEO  

Accountable to the Board of Trustees The buck stops here

Implementation 

If morale and bad attitudes over workplace decisions are a constant problem at the hospital, the responsibility rests in the CEO’s hands to ensure the chosen management staff rectify those issues at a department level or face replacement.

The Board of Trustees     

18 Members Only seven of the members has president or vice president experience in running an organization Goals but not measurable Gave the CEO good evaluation for finances, but no action plan to improve morale. Not educated in what the Hospital stood for.

The Management and Staff   

  

Autocratically Directed (Managed) Distrust in Board of Trustees Performing with open resentment Did not agree with the hiring of Wherry as CEO Did not see the necessity of change Devalued

CEO Don Wherry   

Harvard Business Grad Autocratic/Task Oriented Leadership Strengths 

Improve Financial Situations Focused on finance, expansion and fundraising.

Leadership Weakness  

 

Did not build consensus with board, staff, or management team. Improved morale, quality of care and accountability minor priorities. Lacked Emotional Intelligence Lacked Follow through and transparency

Tony DeFalco President of the Board      

Lived in Lockhart all his life Shared the same burdens as Wherry Communicated hospital’s problems with community Fundraised Fair Judged Wherry based upon his word

SWOT Analysis

Strengths  Made Decisions confidently  Heavy task Oriented  Financials

Opportunities  Focused on financials & fundraising  Emotional Intelligence  New CEO  New Board Members


Weaknesses  Lack of accountability by the board, CEO and organization  Board not educated in hospital protocol  Staff members bandwagon tactics to communicate  Lack of teamwork throughout the organization Threats  Firing CEO because morale is low  More manager than leadership people in main positions  Divisions of hospital “running” hospital when they shouldn’t be  Repetitious Cycles

Recommendations   

 

Board become more educated Funding with Fundraisers New Board of Trustees New CEO Better communication between staff, management, board, and CEO

Conclusion   

Dissonance within the Hospital Lack of accountability and trust within Hospital Ignoring the reality of the emotions, leadership lost the emotional control of the Hospital

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