Last Chance Hospial-Case for 5 Susan Casciani Last Chance Hospital (LCH) is a 25

Question

Last Chance Hospial-Case for 5 Susan Casciani Last Chance Hospital (LCH) is a 254-bed, community hospital located in a small, affluent suburb just outside of San Diego, California. The hospital has historically been ell-received by the local community, which demographically has a higher concentration of older age groups than most other local areas. The greater San Diego area is densely populated, and over 25 hospitals operate in the larger geographic area. Historically, LCH had always been financially sound, and had managed to remain independent as their local competitors joined larger systems. But that was then, and this is now. About a year ago, Last Chance Hospital undertook a strategic planning process to encompass the next five years. At the time, the hospital was doing okay financially, but was starting to dip into their Icash reserves more often than the Board of Trustees liked; LCH was in need of an ideal strategy to bring them ahead of the market before things got out of hand. As the strategic planner for LCH, Russ Newmarket reported indirectly to the CEO, Marvelous Marvin, but his immediate boss was Courtney Graveyard -and she had a lot on her plate. LCH did not have a chief nursing officer, and as COO, Graveyard was responsible for all of the nursing departments as well as surgical services, facilities, and information technology. A nurse by background, Graveyard spent the majority of her time trying to find different ways to recruit much-needed nursing staff. During the development of the strategic plan, Russ called together the usual group of senior executives, Board members, and key physician leaders. He diligently developed the SWOT using their input and applying their assumptions. During his market research, Russ emerging across the country, but he was also aware that LCH had always strategically catered more to physicians due to the notion that physicians were the ones who ultimately referred patients to the hospital. Through the strategy development process, it became clear that senior management was stuck on this physician- centric mindset. Russ, ambitious and eager to make a name for himself, found and presented 's mindset. At the end of the planning tric trends valid information that concurred with management 536

Explanation / Answer

Ans 1. As Russ the strategic planner for LCH I would first start by analyzing the current situation as follows:

Current Scenario:

Strengths:

Weakness:

Threats:

The strategy:

I would have recommended a strategy as follows:

Ans 2. Marvellous Mervin, the CEO should have focused on the following:

Goal Setting:

Analysis:

He should have assessed the scenario in detail and should have spent more time analyzing the root cause and changing market requirements. He should have assigned a Nursing department head and taken out that activity pressure from Courtney Graveyard who spends too much time in execution and less in strategy.

Evaluation & Controls:

Further, he should have spent more time with Russ and kept an open mind to strategy, he should have involved and encouraged Courtney Graveyard skills towards strategizing and evaluating many options before coming to the current decision.

Strategy Formulation:

The strategy was biased and predetermined by Russ’ s ambition and prejudiced judgment of the management. The formulated strategy is focusing on surgeon appointments and OR maximizing. Further only physician recommendations to get inpatient did not help the LCH, he should have developed a marketing plan in concurrence with the strategy to promote LCH.

To sum it up the decision making and strategy planning was incorrect and biased.

Ans 3. The political factors impacting decision are as follows:

Ans 4. The bad outcome of the strategy can be blamed on Marvellous Marvin predominantly as he has not taken an in-depth analysis of the situation. He has preconceived ideas and imposed his biases on his colleagues without analyzing changing market requirements. The partial fault is Courtney Graveyards too as she lets Russ control the strategy and focuses on short-term goals of the nursing department. The unethical reporting can be assigned to Russ who though senses the strategy being incorrect does not highlight it the Courtney or Marvellous to remain in their good books.

Ans 5. As the OR Directors Manager or Direct report, my role in organization strategy would be as follows:

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