Montefiore Medical Center Essay

1- why does Elaine Brennan lack to produce a radical system direct? A great manager furnish be the one who is able to get wind the environment, determine opportunities and threats, plan fitly, implement the plans and assess the results of his formulation on frequent foot to adjoin to a greater extent value to what his/her brass is built to accomplish. Elaine Brennan needs to develop a refreshful strategy now beca commit harmonise to the Systems Look at Healthc ar, a amalgamation has happened between two facilities each of which run a variant level of c be. each of these facilities was 4 miles away from each other, and both of these facilities staff members were operating in silos. Since Montefiore agree to operate Einsteins patient-c ar celerity back in 1963, its scope of reporting increased to about 1.2 one million million million residents, 65% of which are minority populations.Montefiore had 16+ competitors in the Bronx area, a condition that led to unhorse scores at the issue level, in concert with lower compensation levels for employees, unsatisfied patients, amounting to a budget deficit of about $57 million dollars in 1995. Even with the integration of the two health care facilities, so far at that place are certain disadvantages that need to be taken care of. there exit be fewer workforces to provide for the desired level of care after(prenominal) suppression. With that on hand, more responsibilities testament be granted at the expense of enjoying the commonplace assurance level granted to staff. star final ch allenge that forget add to the necessity of formulating a new strategy for Montefiore health check center is related to the supposition of organisational change and the leadership styles require to support that organisational change.Level preciselyt end Parameter Pressing Matters (Needs)D Environment. 1- Competition.2- Regulations.3- Demographics.4- remunerator Policies. 1- 16+ other hospitals in the Bronx area.2- serious reimbursement potential from payers. C Infrastructure. 1- Infrastructure.2- Leadership. 1- Separate administrative teams.2- leadership teams adaptation to change. B Microsystems. 1- Teams.2- Tools.3- Logic. 1- Downsizing.2- more(prenominal) stress and turnover.3- more span of overcome with less authority.4- Decreased quality.5- Cultural consolidation. A Patient. 1- Coverage. 1- Provision of function to 1.2 million residents.2- 65% minorities (Hispanics and Afri ignore Americans).2- Does the GRIP strategy accumulate the needs of this organization? According to the Systems Thinking, Montefiores corporate strategy should be close influenced by the four key environmental incidentors (competition, governmental regulations, demographics, and payer policies), yet the original GRIP business strategy which was hypothesize by Brennan, is supposed to be specifically addressing the Acute direction Division as a business unit, not the replete(p) organization.On the ot her hand, the case doesnt indicate which levels of management get off the groundicipated in the meetings Brennan conducted for planning the new strategy for the Acute Care Division. Moreover, and as we go down the organisational hierarchy, strategic goals should be more laboured by corporate level strategies, more detailed with shorter life spans according to the plans provided, and finally, more action-oriented with more specific goals. Given all of the above, I speak up that what Brennan managed to grow was a GRIP strategy that was tailored for the solely Montefiore organization. As regards whether it met the needs of Montefiore, I return it broadly addressed slightly unmet environmental needs that are provided in the followers tableAlso, the Systems Thinking illustration tells us that no system is ever completely stable. Per se, the GRIP strategy is beneficial but it will not guarantee the stability of the Montefiore medical center. There is no give the sack space for metrics that will consentaneous step success of the operations after implementing often(prenominal) strategies. Also there is expected arrest in the procedure of the organization if metrics were not identified to measure exertion at the national level. If the Balance lineup (BSC) section was included as a way to implement the new strategy, thus I would say that the new strategy will meet the needs of the organization.3- Why was implementing the scorecard construct by the medical staff difficult? a- The scorecard concept requires info collection because these info will later on be report to different levels of managers. Only hence that managers will be able to judge if their goals are being met or not and then act accordingly. The data collection part of performance amelioration is the most airy and snip consuming task in process improvement cunning-ins. b- In outrank to keep the patient flow at bottom the Montefiore medical center, some subspecialties had to be accommodated by all hospital departments in distinguish for revenues to keep coming out for the whole health care facility, except for that receivable to that each unit had its own revenues and expenses, which do it hard to create a new system for monitoring patients between departments and services in order to build revenues according to overall expenses.c- It was hard to involve some physicians into the suggested scorecard process maps. Physicians usually think that what they ordinarily do is best for the patient, particularly when it leads to treatment or cure from disorder or condition. They cant sweep doing something different that is addressing unusual metrics from the ones they are used to use. They also look at learning about improvement as a first step towards undermining their authority and ego. d- From a human resource put of view, Lewins exercise of organizational change, and Kubler-Ross model for overcoming organizational resistance to change, take beat to get results out of them.Kubler-Ross model for overcoming organizational resistanceSource www.movida.net78.net4- What could Brennan have through with(p) die?a- Brennan could have get intoe correct to involve physicians into project teams in a more consistent and solid way. When physicians are involved in the value mapping process, they can provide valuable inputs to data gatherers, which on the long run can save a lot of data gathering time for the regular paygrade process. It also will increase the project teams cohesiveness and collaboration towards attaining their goals. Otherwise, the deployment of the scorecard system into the newly designed health care centers will be much more difficult and time consuming which is not good in the introduce of the great competition lying ahead. b- Brennan also could have done relegate to spend more time on studying how the different staff members of the different care and support centers will oppose to the new responsibilities in shaping improvement tools for Montefiore medical center, and then try to create feedback circuits that will both reward over-achievers and highlighting reluctant or incompetent workers.c- I think that Brennan should have done better to recommend that every department use only national-level strategies and not both national and local-level ones. Individual metrics tend to be too easy to accomplish, and its fulfillment whitethorn lead to a false picture of accomplishment, which is not good in the face of sustaining a competitive advantage. d- I dont think that linking compensation to performance will be an obstacle in front of reducing budget deficits for the new system.I think that due to organizational change, there will be downsize at all organizational levels, and whitethorn be some middle level active managers and medical staff will be promoted to high level or more operational-involved positions at a comparatively lower salary. The bottom line is that there will be deficit decline but at a much slower pace, together with a re-inforcing feedback for performance. e- I also think that Brennan has taken performance of the GRIP strategy a subatomic bit too fast. She might be tempted by the quick $15 million cost savings that she accomplished from downsizing on some managerial positions in 1996, but it is still a fact that if she wanted more solid environmental stability during the implementation of the new strategy, she has to result time for unfreezing, moving, and freezing stages of the Lewins model of change.