ORGANIZATIONAL LEADERSHIP AND MANAGEMENT Case Analysis - Mercy Hospital October 28, 2017
GROUP 3:
Jomi Alcon Dennis Magtibay Abdishakur Muse Abigail Laus Sena Lim I.PROBLEM STATEMENT Facts of the case Hospital profile • Mercy hospital is general hospital with 300 beds beds • The investorinvestor- owned national hospital chain that operates mercy is highly regarded in the industry for its innovative innovative approach approach to hospital management. affiliating with with the medical school of the local university. It was • Two years ago, ago , Mercy Hospital began affiliating thought that there would be mutual advantage from such an affiliation. For Mercy Hospital, prestige was to to be gained from a university affiliation and some some cost advantage as well. For the university, there would be medical resources and a training site for residency and fellowship
The hospital highlights its professional staff and patient -care programs in reaching out to the community
Characters in the case David Chadwick President of Mercy Hospital since January 1993 Robert Wilkins: Vice President of Finance Frank Samuels: Vice President of Human Re source Joseph Gelarde: Vice President of Operation Helene Swenso : Vice President Pr esident of Nursing Michael Ryan: Associate Vice President PROBLEMS Mercy Hospital The Vice President of Nursing Services, Helene Swenson, is driven to such distraction by her conflict with two colleagues that she believes there is no alternative but to resign. The conflict is the main cause for the persistence of other related problems at the hospital as well: an acute nursing shortage, a lack of professional quality, scheduling problems, and other administrative difficulties. The problems relate to Swenson's relationship with the vice president and associate vice president of Human Resources, Frank Samuels and Michael Ryan. She has experienced severe clashes with these colleagues. Her relationship with Michael Ryan is for example marked by difficulties in terms of management issues; Swenson is experiencing severe difficulties in managing the administrative side of her duties at the different hospital departments under her command. Ryan appears to be unwilling to help her with issues relating to problems like scheduling and other time management problems. With Frank Samuels, Swenson's
problems relate to recruitment and other personnel management issues. Samuels appears to interfere with duties that are rightfully hers. He r efuses to let her use her considerable expertise to make personnel decisions that are both time- and cost-effective. He also shows resentment whenever she makes recruitment decisions that he does not agree with. He is also inefficient with completing time sensitive duties such as compiling a recruitment handbook, which further interferes with the efficiency of Swenson's job. The fact that Sam uels is often inefficient in performing his duties also interferes with Swenson's professional image; something that has made her feel rese ntful and even angry. Helene Swenson's main problems concern her relationships with Frank Samuels and Michael Ryan. From her point-of-view, these colleagues make it next to impossible for her to perform her work efficiently or effectively. Because of the barriers they represent, Swenson is unable to provide the hospital with the resources it needs to validate its image as advertised. Specifically, the major primary and sec ondary problems can be explicated in the following way: (did not copy table) THESIS STATEMENT How should Mr. Chadwick move to solve the curr ent problems existing among the managers of the hospital? OBJECTIVES To reorganize the administration of the hospital To formulate a solution to the subordinate management problems To revise Mercy Hospital’s organizational structure ANALYSIS OF SITUATION The current problem occurred because there is no clear authority for the hospital’s organizational chart except for Mr. Chadwick. Furthermore, the current organizational chart does not show the kinds of relationships that organizational subordinates will have among each other in order to fix these problems. Organizational structure: how tasks are divided and resources deployed. There is huge discrepancy and problem in the way the tasks are divided and there is also lack of information on how tasks should be done. For instance, Helena Swenson Vice president completely finishes tasks for inpatient services while for outpatient services, her responsibilities and Mike Ryan’s are not well delineated. Job description: a clear and concise summary of the specific tasks, duties, and responsibilities. There is some confusion among managers on their specific tasks because the work of each is dependent heavily on others. Mr. Chadwick needs clarify the confusion that caused ineffectiveness among managers. Communication and coordination: there appears to be a lack o f effective communication and coordination between Swenson and her two colleagues. Mr. Chadwick should formulate an efficient communication plan among them. Development and selection of Alternatives A sustainable approach needs to be implemented by means of w hich Swenson, Ryan and Samuels can function together in a cooperative way w ithout having to defer to Chadwick for eve ry problem situation.
For changes to happen, there is an urgent need to reorganize organizational structure into more detailed and decentralized. The basic and most significant problem is a lack of communication and coordination among the vice presidents. These problems are the most significant, as t hey are the basic cause of all the other problems at Mercy Hospital. As such, the problems between Swenson and her two colleagues, Michael Ryan and Frank Samuels, need to enjoy priority attention. Second in order of priority is the lack of coordination among the various departments at the hospital CONCLUSION AND RECOMMENDATION o Proper communication to address administration issues relating to coordination and scheduling o
Immediate recruitment of competent nurses considering the suggestions of Helen Swenson
o Implementation of team approach to problem solving. The current paradigm at Mercy Hospital appears to be one of individualism rather than teamwork o Revise the organizational structure to be more divisive than purely functional o Re-training and re-education of currently employed nurses
