In a 2-3 page paper analyze and answer the discussion questions in Case 5. . Wha

Question

In a 2-3 page paper analyze and answer the discussion questions in Case 5. . What is the current situation at the hospital? . What are three organizational issues going on in this case? Which organizational theories do you think best apply to this situation? . What are Stratlin's areas of strengths? What are its weaknesses? . What should a short-term plan to immediately handle the management situation include? . What role might hospital politics have played in the rapid turnover of CEOs? . How will you educate the Board of Trustees about succession planning? What role should they play in this process? . How would you introduce the concept of succession planning to the staff of Stratlin Memorial Hospital? . What recommendations and steps are needed in order to establish a long-term plan for continued succession planning? Who should be involved and lead this process .Should the institution adopt a succession plan for clinical staff members?

Explanation / Answer

The current situation at the hospital is that it has 45 set up and staffed beds, providing services in acute care, emergency care, home health services, diagnostic testing, surgical services, laboratory services, hospice care and therapy services. The staff includes 130 full time equivalent, 145 working at the hospital, 8 active physicians, 1 certified registered nurse anesthetist, 1 full time surgeon, 1 full time physician assistant. It has an average of 180 admissions and 147 emergency visits per month. The outpatients count is approximately 7300 per year. The new born babies cases are 45 per year on an average. There are 4 senior administrative officials and 16 managers. The hospital managers have been working for a tenure of 14.5 years on an average.

The three organizatrional issues going on with this case are that the CEO has taken retirement due to health issues, two members of the senior management took voluntary retirement, two new CEOs were appointed but could not continue the job for more than 9 months. The surgeon at the hospital retired recently. The issue basically is that there are no employees at the top management and there is no succession or mentoring plan. The organizational thoery that can be implemented in this situation is bureaucratic theory. This theory focuses on making rules regulations and structures on which the administration and operations run. The management is trained and specialized for the job and for higher level positions for future. It will bring accountability, control, responsibility and consistency in the operations.

Stratlin's area of strengths is that only hospital in the location providing number of services to the patients with a big infrastructure and all kind of medical facilities. With the number of beds, emergency rooms and medical staff and equipment it is able to provide medical aid to the place efficiently.

Stratlin's area of weakness is that it did not have a succession plan so the sudden retirement and dismiss of top authority management left them with no choices of replacements. The surgeon who was following the legacy of the hospital's founder too retired from the job leaving no option of succession. Hence succession issues of administration and staff was the problem they faced.

Short term plan to immediately handle the situation would be appointing the CNO on permanent basis for handling the management issues. Meanwhile starting the process of inhouse or outsourcing of new employees for the posts that are vacant. Creating properly defined traning and development plans for succession issues in such situations is also important.

-

Related Questions

Navigate

• Browse (All)
• Browse I
• Subjects

---

---

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.