This case presents a challenge for the leader of the HCO, Theo Hank. Take on the role of CEO in this situation.Question:Describe how, as the leader of the Regional Health System, you would address this problem.Does the case presents any ethical/cultural issues for the organization that have to be addressed.include any management theory that is relevant to the analysis. CASE: DISPARITIES IN CARE AT SOUTHERN REGIONAL HEALTHSYSTEMTheo Hank leaned back in his chair and closed his eyes. He had been afraid that the reportswould contain bad news, and he now had to figure out what to do with this new informa-tion. Flipping through the first binder on his desk-reporting results of the recent RobertWood Johnson Foundation-sponsored assessment of the cardiovascular care provided byhis organization he was increasingly concerned.Southern Regional Health System was based in Jackson, Mississippi, an area knownfor its diverse population and high poverty rates. Poverty and unemployment in the areaaffected whites and nonwhites differently: Black and Hispanic residents were about threetimes more likely than white residents to live in poverty, black residents were two and a halftimes more likely than whites to be unemployed, and Hispanic residents were more thantwice as likely as whites to be unemployed. Beyond poverty and unemployment concerns,however, was the issue of disparities in healthcare-that is, different care being given todifferent patients. Although such disparities had received increasing attention nationwide,Hank thought that the care provided at Southern Regional was "color-blind." Under thehealth system's mission of providing “excellent quality of care for all,” he assumed that thecare was equitably delivered across patients and patient populations.Apparently, this was not the case. The first report presented heart care data that hadbeen collected over the past year, and it showed significant disparities in the care providedby Southern Regional. For instance, using the four core measures for heart failure that theCenters for Medicare & Medicaid Services currently collects and reports, the data indicatedthat only 41 percent of Southern Regional's patients were receiving all recommended heartfailure care and that the number was lower for nonwhite patients than it was for whites.Whereas 68 percent of whites received all recommended care, the comparable numberamong nonwhites was just 27 percent. Disparities were also apparent in the percentage ofheart failure patients who received discharge instructions: Only 65 percent of Hispanicpatients received the information, compared to 85 percent of non-Hispanic patients. Alsotroubling Hank was the fact that none of the measures was close to 100 percent. The dataclearly indicated that the care provided at Southern Regional was not the type of care Hankwould want offered to his own family. He truly did not understand how his hospital couldbe providing such disparate care.The second binder on his desk offered little information to ease his concerns. Thisreport, the "Assessment of Organizational Readiness to Change" for Southern Regional,showed that few individuals in the hospital were aware of the nationwide problem of dis-parities in care and that even fewer were aware that such an issue might be problematicwithin their own hospital. The evaluation also showed a strong tendency among hospitalemployees and physicians to resist proposed changes and instead "go with the flow." Hank now possessed data showing significant gaps in the care provided to AfricanAmerican and Hispanic patients relative to white patients, and he knew that he had to bringthis issue to the forefront of hospital concerns. A meaningful reduction in these disparitieswould be a legacy he would love to leave. Yet he still was not sure how best to address thisissue at Southern Regional.

We can assume responsibility for resolving the issue raised in this situation as the executive of…

This case presents a challenge for the leader of the HCO, Theo Hank. Take on the role of CEO in this situation. Question: Describe how, as the leader of the Regional Health System, you would address this problem. Does the case presents any ethical/cultural issues for the organization that have to be addressed. include any management theory that is relevant to the analysis.

This case presents a challenge for the leader of the HCO, Theo Hank. Take on the role of CEO in this situation. Question: Describe how, as the leader of the Regional Health System, you would address this problem. Does the case presents any ethical/cultural issues for the organization that have to be addressed. include any management theory that is relevant to the analysis.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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