Option #1: Memorial’s Healthcare System: Organizational Change and Workforce Management for the Future
Memorial Hospital System (MHS) has been facing many serious issues including leadership problems, staffing deficiency, and financial hardship. Challenges include:
Last year, a new Chief Executive Officer (CEO) was hired. She identified the current organizational culture as apathetic, leaderless, and resistant to change. She also noted that the staff was under stress, resisting teamwork, accepting mediocrity, and compromising patient safety values and industry best practices. The CEO noted that critical human resources functions were broken and that financial performance was suffering. She attributed this to a variety of process issues as well as to the lack of focus on the core business of patient care.
In response, she decided to implement the following strategies:
Within a few months after these strategies were implemented, the MHS started to show less of a financial loss and seemed to stabilize financially. The morale of the staff, however, took a significant hit in the wrong direction. Staff turnover increased as the sense of job security decreased and as an increasing number of valued and critical staff, in all areas, left. Soon, MHS experienced an increase in patient complaints and lowered customer service, with signs of a negative impact on clinical patient outcomes.
Now the CEO, with approval and support from the MHS Board of Directors, wants to create a dynamic long-term organization and human resources strategic plan to put MHS on the right track. To formulate and implement this plan, the CEO hired a well-known consultant who is tasked with performing a system-wide organization and human resources assessment.
Within the scope of this assessment is the development and formulation of a multilevel strategic program. This new program is to be implemented system-wide with the goal to help MHS leaders understand the link among finances, employee morale, human resources functions, and patient satisfaction. The end result of this assessment is: to create a culture of accountability; to shift the culture to one of services after two years; to attract, hire, and retain staff; and to implement best practices in workforce management.
Assume that you are the consultant the CEO hired to do this assessment project. Your main task is to identify the key components involved in changing the organizational culture and to identify the steps needed to generate sustainable change.
Here are the deliverables that the board of directors and CEO want to see from you:
Your submission will be 13-15 pages in length, not including the required title and reference pages and a table of contents.
Incorporate 12 credible and current references (last 5 years max). Eight of these must be peer-reviewed articles.
Hi there! Click one of our representatives below and we will get back to you as soon as possible.