C432 Task 1 Final Draft

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School

Western Governors University *

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Course

C432

Subject

Management

Date

Jan 9, 2024

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docx

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Uploaded by rballey323901

Richard Blake Alley Student ID# 002004939 Healthcare Management Strategy C432 A. 1. The five stakeholders are the 10 owner physicians, the 25 recently, the patients who will use the practice, the new hospital administration, the clinical staff, and the non-clinical staff. a. The administration of the purchasing hospital will be tasked with employing a big number of new employees. If the shift is greeted with opposition, the consequences might be detrimental. There may be criticism since they are bringing numerous staff members who have previously been employed by a clinic owned by physicians. Administrators will have to manage with introducing the new doctors to patients, some of whom may be reluctant to change. The 10 physicians that used to own the practice are used to having controlling interest over the practice. These physicians now must abide by the procedures and policies set forth by the new hospital administrations. The patients have the potential to benefit from this acquisition due to more physicians and shorter wait times. However, the vast amount of new physicians could cost the patients in continuality of care. The 25 newly acquired physicians will also have to start following new policies and procedures that will be set by the hospital administration. There may be a negative reaction to the new the new policies. Clinical and non-clinical staff have a lot to consider when it comes to the new acquisition. Like both set of physicians the staff will have to follow all new policies and procedures. With being entry level employees there is also a question of job security. 2. The first barrier to care is team cooperation. There will be many changes that will be coming soon for all staff. These changes will add stress to the staff, and they will have to come together to overcome the changes. The cooperation between the staff will either make or break the transition. The second barrier to care will be from the 10 physicians who were former owners of the clinic. These physicians must not get frustrated with the new policies for the hospital administration. The former owners have lost control over the practice and will not be used to following other administration orders.

Lastly, the team-based approach will be new for everyone at the clinic. This also effects how the patients feel about the practice. All involved will have to adjust to this new structure. If the staff does not fully adopt the team-based approach, then the patients will be negatively approached. a. I would employ various methods to overcome these obstacles. First, I'd investigate why the doctors employed the rules and procedures they did in their own facility. So, I know how they function. I would use this to ease the physicians into the new hospital. You want to incorporate them in the new regime while yet making them feel comfortable. I'd also make the culture entertaining for the new hires. We want them to feel at ease at the new hospital. Having the correct personnel introduce the physicians to the new facility will help them transition. Finally, I would make sure patients understood the advantages of combining the old and modern hospitals. They need to realize the advantages of having additional doctors and staff. i. The most important barrier to me is the team-based approach, I believe that patient care should be the top priority for administration. I think that a flaw in the team approach would negatively affect the patients. The next most important barrier is team cooperation. I think a poor team cooperation would also negatively affect the patients. A team that doesn’t cooperate will cause tensions in the office. The last, but still important barrier is the former owner physicians. There are numerous ways to overcome this barrier, so I don’t see it as important as the other barriers. b. The first leverage point is that the practice has been in business for 25 years. This means that there is already a base set of patients, policies, and staff. This is a huge asset for the acquiring hospital. Instead of starting from the ground up, there is already several established assets. The next leverage point is new ownership, the new administration can inspire excitement in the staff. A lot of people oppose change but attempting to make the change exciting can leverage the change. The last leverage point is the 10 former owner physicians, the new administration can show these former owners that they are just as committed to this practice as the former owners. B. 1. The appointment of an internal employee to act as the team's leader in the new team-based approach to care is one example of how this may be done, among other things. Create a position for this individual as the go-to person for any inquiries regarding the new team- based strategy that is going to be implemented. This worker would be hired from inside the organization, which implies that they will already be acquainted well with how the organization functions. This person would assemble a group of educators to disseminate information across the organization. They would work together to make sure everything's in place for the new kind of care that will be given at the hospital in the next years.

A second alternative would be to hire a manager from outside the business to act as the organization's representative. Someone in this position may already be acquainted with the method of training others about various types of care models. The fact that they have experience and are knowledgeable of what to expect in the future would provide them with an advantage in this situation. To help with the introduction of the proposed model of care across the business, this outside director would convene a group of trainers once again. a. The strengths to adding an internal employee as the team leader is that the staff is already familiar with the individual. With an internal employee being promoted there would already be a level of trust with the newly promoted leader. This new internal leader would also already be familiar with all the strengths and weaknesses of the team. On the other hand, hiring an outside talent would allow them to bring in new and fresh ideas from their experience. Having the new and fresh ideas can help the company grow and reach more customers. New ideas can also motivate and inspire employees come up with their own ideas. b. A weakness of hiring an inside team lead is that your business could become stagnant. This person has been in the business for some time and could be set in his ways. If a business is not growing it will not survive as other businesses will take it over. A weakness of hiring an outside person to become the team lead is that they do not know the staff and the staff does not know them. This means there is little trust and an increase in tensions amongst the staff. c. I believe that hiring an external person would be most beneficial. i. The reason for hiring an external person is extremely beneficial. It is much easier to build trust and comradery with the subordinates than it is to break the habits of being complacent. An external hire also brings so much knowledge from their experiences from outside the company. C. 1. The steps to implement the strategy of hiring someone from outside the company is to first list the position, requirements, education, etc. Once you have gotten a large enough pool of applicants, we would run criminal background checks to eliminate any possible conflicts. Next, I would set up a panel style interview with an employee from each section of the staff (physician, clinical, and non-clinical). Once the interview is completed a I would narrow the pool to around 3-5 candidates. These candidates would be brought in for a second interview and a selection would be made based on who best fit the company.

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Once the candidate is selected management will have a meeting to discuss the changes and what is to be expected of the newly hired team manager. All the changes that are to occur will be explained in detail to the team leader. Next the team leader will assemble his team to delegate tasks to. The team will be briefed on how to accomplish the change and assist other employees through the changes. A set date to begin the new team-based approach will be set and then the training of all staff members will start. The team leader will monitor and control how training is going approaching the roll out date. Once the date has passed the team leader will begin to make changes as necessary. 2. Over the following year, the manager will conduct monthly assessments of the employees. After the "roll-out" day, the training staff will remain in place to ensure that all modifications are implemented appropriately. They are available to answer any queries that the team may have. In addition, the patient satisfaction surveys will be conducted to ensure that the patients are satisfied with the new approach to treatment being implemented. If anything does go wrong, or if staff members fail to follow protocols, the management will be notified, and corrective action may be made at that point to resolve the situation as quickly as possible. 3. A certain amount of opposition from workers, particularly senior employees who have been used to their current working conditions, is expected. Some workers may have been performing a particular task in a specific manner for many years. Educating them on the new strategy and ensuring that they follow it will require some effort and training. Several of their daily habits will have to be disrupted, and new ones will be established. a. Employees fighting the change would first meet with a trainer or with their supervisor to discuss their concerns. They must be aware of the reasons for the change being implemented. In addition, they might express their concerns about why they are opposing the move at this time. Once people understand why the new model has been implemented and why it is so critical for them to adopt it, they are much less opposed to the development in the future. Because time has been set aside just for them, they will believe that their voice has been heard. Second, breaking routines takes time. It can take 3 weeks to form a new habit, so change will not happen overnight. It will take time. Helping these employees build new routines is going to be a big thing. They were following up and doing walkarounds to assist when they needed it. Once new practices are done, it will be easier for the staff to provide this new care model for all their patients.

C432 Task 1 Final Draft

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