1.
Managing Multidisciplinary Professionals by Combining
Assets and Activities
2.
Human Resources: Debbie's Dilemma
3.
S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats)
Situation:You are the C.E.O. of Community South
Medical Center, a large, urban for-profit healthcare facility. This
institution has comprehensive health services including acute care,
residential care, independent living, in-home nursing, hospice,
neonatal, and pediatric services, advanced cardiac services, a
major trauma center, a center of excellence for pulmonary services,
and a neurosurgery center. Community South Medical Center has a positive bottom line and is
striving to enhance health services for the population it serves.
The patient care mix has shifted in the last three years and its
reimbursement source is currently: 25% Medicaid (up 20%); 35%
Medicare (down 12 %); 25% employer sponsored health insurance
(unchanged), 8% managed care (down 20 percent), 4% private pay
(unchanged) and 4% no-pay (up 25%). The Medical Center is in an older urban area. Businesses with
well-paying jobs have gradually been replaced by smaller shops and
other small businesses. Overall, the community is trending towards
a predominantly elderly population. The Medical Center has an excellent reputation and has been
recognized in the past by receiving a Baldrige Center of Excellence
evaluation and a The Joint Commission (T.J.C.) approval for their
quality of services; however, recent self-inspections indicated a
slight decline in compliance with T.J.C. standards. Patient
satisfaction survey results have an overall mean of 95 percent. The
medical staff strongly supports new program development and there
is an abundant supply of physicians. Currently, the major issues confronting the Community South
Medical Center are: an identified shortage of clinical staff
including registered nurses, respiratory therapists, and medical
technologists; non-interfacing information technology systems;
antiquated facilities and infrastructure; decline in T.J.C.
compliance on internal audits; and a shift to its financial
mix.
Action:As the C.E.O., it is time to embark on the
annual updating of the organization's strategic plan. The last
major revision to the strategic direction was completed three years
ago.
You must use a minimum of four scholarly sources, excluding the
course text, cited according to APA format as outlined in the
Ashford Writing Center. Your paper and all sources must be
formatted according to APA style. Purchase the answer to view it Purchase the answer to view it Purchase the answer to view it
For this assignment, review the Combining Assets and
Activities case study in Section 7.3 of your course text. Then,
thoroughly address the following points in your paper:
Your assignment must be one to two pages in length (excluding
title and reference pages). Utilize your course textbook and at
least one additional scholarly source to support your conclusions
and leadership considerations. Your paper and all sources must be
formatted according to APA style as outlined in the Ashford Writing
Center.
For this assignment, review the Debbie's Dilemma case study
and complete the interactive module in Section 12.4 of your course
text. Then, thoroughly address the following points in your
paper:
Your assignment must be one to two pages in length (excluding
title and reference pages). Utilize your course textbook and at
least one additional scholarly source to support your conclusions
and responses to the questions. Your paper and all sources must be
formatted according to APA style as outlined in the Ashford Writing
Center.
For this assignment, using the situation given below, apply
the S.W.O.T. Situational Planning Strategy which was described in
Chapters 4 and 7 of your course text:
In a four- to six-page (excluding title and reference pages)
double-spaced paper, consider and respond to the following
points:
Other samples, services and questions:
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