You are the newly hired Director of Human Resources for a large Inner City Health Care Organization. The CEO has asked you to develop a strategic response to numerous HR problems the main problem has been the inability to recruit new physicians in registered nurses. This problem is compounded by a lack of teamwork among clinicians and between service apartments, and a high rate of turnover of some of the best workers while less able workers remain employed. And running your strategic response, consider the following questions:

 

1. What's Russia's could be taken in the short-term to address these problems?

2. What approaches could be taken in the long-term.

3.Which of these approaches can be undertaken by HR department on its own, and which require collaboration with employee groups and/or HR directors and neighboring employers?

4. Choose 3 short-term priorities and defend them. How might they segue into a long-term strategy?

 

Part 2

 

What follows is a summary of an academic Medical Center strategic plan:

 

Mission-to care, cure, Peach, and Advance the health of the community served

 

Vision-to be a Premiere academic Medical Center that transforms and enriches lives.

 

Value-added yeah they broke it down Humanity, Innovation, teamwork, diversity, and equity.

 

Strategic goals:

 

Advanced the partnership with the University College of Medicine

 

Create notable centers of excellence in heart and Cancer Care

 

Build Specialty Care broadly

 

Develop an effective delivery system with Superior access, quality, safety, and patient satisfaction

 

Maximize the effects of community service

 

Organizational goals:

 

Create a culture of high-performance, motivation, and fulfillment.

 

Sustain strong Financial Health

 

Invest in state-of-the-art facilities and Technology

 

Building an aligned and interconnected organization

 

Foster's supported Partnerships and alliances

 

The board of directors in gauges you as a consultant and asked you to prepare a report addressing the following questions:

 

1. How should organizational performance of a cat they make Medical Center be measured?

 

2. How can a board operate to make sure the plan is implemented?

 

3. How can top management be held accountable for accomplishing the plan?

 

Part 3

 

Dr. Ann Smith is a physician in rural New York, where she just got still keeps all of patient records on people and folders stored in cabinets. Because she has been receiving a lot of time to decide what she should do now purchasing the software him with how she can afford it, and when she will find it tonight before entering her staff.

 

Dr. Smith has a heavy workload and is the only physician in the 80 mile radius. She has 3 nurses on her staff. One of them also serves as the administrative assistant, who answers the phones. She also has a part-time office manager who handles insurance claims in heels. Dr. Smith is overwhelmed by the thought of switching to electronic records, and yet she knows she has to do it. She is 40 years old and plans to be in practice for many years to come. Mommy and time are both tied. With the exception of one nurse, her staff is older and was inherited by dr. Smith from the previous doctor. Dr. Smith and wonders how she will take care of her patients while trying to teach a new system. Yet, she knows, she is under pressure to adopt electronic records or her practice.

 

Keeping dr. Smith's needs and concerns in mind, answer the following questions:

 

1. What should be dr. Smith's first step toward adopting and implementing an EHR and her practice?

 

2. What are some ways she can work her own training into her schedule?

 

3. What are some of the key concerns for her staff, and how might they be addressed?

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Status NEW Posted 29 May 2017 12:05 AM My Price 10.00

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