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Cases in Health Services Management

by: Rakich, Jonathon S.; Longest, Beaufort B., Jr.; Darr, Kurt

Cases in Health Services Management

by: Rakich, Jonathon S.; Longest, Beaufort B., Jr.; Darr, Kurt

ISBN 13:
9781878812193
ISBN 10:
187881219X
Edition: 3rd
Format: Paperback
Copyright: 06/01/1995
Publisher: Health Professions Pr
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Summary

University of Akron, Ohio. New edition of a text of case studies in health administration, for students. Cases illustrate issues in strategic management, TQM, sexual harassment, resource utilization, and more. Previous edition 1990. 43 contributors, 42 U.S. DNLM: Hospital Administration - United States.

About the Editors

(2)

Contributors

xiii

(6)

Preface

xix

(2)

Acknowledgments

xxi

(2)

Introduction

xxiii

PART I STRATEGIC MANAGEMENT

(110)

1 Lincoln Medical Center: The Role of an Inner-City Hospital Not-for-profit 350-bed inner-city hospital struggles to survive as a member of a multihospital health care organization serving the needs of a multiethnic inner-city service area in an atmosphere of rising costs and intense competition.

(16)

Suzanne Tinder

Elyce Ditchek-Goldberg

Robert C. Myrtle

2 Mueller-O'Keefe Memorial Home and Retirement Village: Strategic Planning in a Continuing Care Retirement Community Not-for-profit church-affiliated continuing care retirement community seeks help with long-range planning; consultant encounters resistance to change, questionable financial management practices, and lack of business acumen in the board of directors.

(16)

William E. Aaronson

3 Parkview Episcopal Medical Center Quality improvement is used by a 305-bed not-for-profit hospital to effect the changes necessary to survive in a small town with a deteriorating blue-collar industry economic base; changes in the admissions system are examined in detail.

(26)

Joint Commission on Accreditation of Healthcare Organizations

4 Complete Health For-profit independent practice association-model HMO seeks to expand regionally but must cope with competition from other HMOs, cost containment, and excessive employee workloads.

(14)

Myron D. Fottler

5 The Case of the Unhealthy Hospital General acute care, not-for-profit 400-bed hospital in economically depressed section of city struggles with rising costs and deteriorating quality of care; two major issues are need for investment in facilities and technology and continuing support for six off-site clinics partially funded by the city.

(6)

Anthony R. Kovner

6 Calumet Community Hospital County-owned 45-bed general acute care hospital with minimal financial resources must decide how to act on a consultant's report regarding solutions to such problems as increased competition, declining revenues, and a shortage of physicians and facility space.

(12)

Aline Arnold

7 Rockridge HMO Home Health Pharmacy Pharmacy operating as a satellite facility of a 360-bed hospital is one of several owned by local HMO; its organization, home health services delivery design, and customer service style differ from the others, and debate has arisen about converting the others to this style or vice versa.

(10)

Michael W. Stebbins

Kimberly Sekutera

8 The Baltimore Washington Eye Center: Addressing True Costs as a Marketing Strategy Ophthalmology clinic in a once-underserved blue-collar area is considering expansion and must increase patient volume to do so; some strategy must be devised to tap the patient market in surrounding areas and draw them in without using standard external marketing techniques.

103

(10)

Philip D. Cooper

Timothy W. Edlund

Timothy Cross

PART II ADMINISTRATION, MEDICAL STAFF, AND GOVERNING BODY

113

(88)

9 The Day After A hospital CEO reflects on events leading to his termination.

113

(10)

Richard L. Johnson

10 Hartland Memorial Hospital: An In-Basket Exercise The vice president of nursing service at a 285-bed for-profit hospital must determine what action to take regarding each item in her in-basket.

123

(18)

Kent V. Rondeau

Jonathon S. Rakich

11 Neumann Medical Center Urban 200-bed for-profit hospital in financial distress institutes a hospitalwide TQM strategy to remain viable.

141

(14)

Karen E. Woods

Curtis P. McLaughlin

12 The New Family Medicine Department Medical director decides to add a new department to his medical center, provoking intense conflict among medical staff.

155

(10)

Michael W. Stebbins

William Aussieker, Jr.

13 Pleasant Valley Community Hospital Large urban hospital with concerns about expansion, differences in service area demographics, and employee grievances that have attracted union notice finds it has more severe problems: lack of strong leadership, accountability, organizational design, responsiveness to environmental change, and proper planning.

165

(8)

Milton C. Devolites

14 Impaired Surgeon at MVH Head operating room nurse must deal with impaired physician, for whom some staff are covering, making the problem difficult to prove.

173

(4)

Richard B. Chase

15 Sibley Memorial Hospital Key members of a hospital board of trustees, several of whom also hold important positions in financial institutions with which the hospital deals, are content for years to let the board chair and treasurer handle all financial dealings--until a lawsuit alleging conspiracy and breach of fiduciary duty forces a change.

177

(12)

Kurt Darr

16 Ethics Incidents This group of case studies examines ethical decision making in many areas of management.

189

(12)

Kurt Darr

PART III RESOURCE UTILIZATION AND CONTROL

201

(94)

17 Cardinal Health Care Systems: Some Behavioral Issues in Corporate Cost Allocation A health care system with a number of subsidiaries is under pressure to cut corporate overhead costs; a proposed change from allocation of these costs by revenue to a charge-back based on use pleases the administrators but provokes increasing resistance from service departments and subsidiaries.

201

(4)

Joseph F. Castellano

Harper A. Roehm

18 New England Health Plan Poor operating room scheduling at an HMO-affiliated hospital causes friction among the HMO's various service departments; the head of the OB/GYN service must find a new way to manage demand and capacity/resource utilization or risk losing operating room time.

205

(16)

Janelle Heineke

Paul E. Morrison

19 Skyview Manor: Financial Analysis and Forecasting for a Continuing Care Retirement Community Continuing losses at a not-for-profit continuing care retirement community, coupled with a decline in census, lead the administrator to consider an initially expensive solution--building retirement condominiums to provide an income stream and future residents for the care facility. Involves extensive financial analysis.

221

(12)

Hugh O. Hunter

Morag I. Stewart

William R. Wynd

20 Regional Health System: Evaluating Alternative Service Expansion Strategies Reductions in Medicare reimbursement lead a not-for-profit acute care hospital serving an elderly community to look at alternative long-range expansion strategies--a skilled nursing unit, a home health agency, and a nursing home--rather than marketing for new inpatient business. Emphasis is on capital budgeting financial evaluation of strategies.

233

(16)

Michael F. Rolph

Jonathon S. Rakich

21 Carolina Screening Mammography The administrative director of radiology at a not-for-profit university hospital considers an experimental mobile mammography service a success and wishes to expand it.

249

(16)

Curtis P. McLaughlin

22 West Florida Regional Medical Center (A) The CEO of a large for-profit medical center in a service area with intense competition evaluates the hospital's CQI program to address issues of improvement in outcome.

265

(22)

Curtis P. McLaughlin

23 HMO of Milbrook A physician specialist is notified by the independent practice association-type HMO with which she is affiliated that it wishes to change its method of payment from fee-for-service with withholding to capitation; she must make a recommendation on the proposal to the medical staff.

287

(8)

Nancy M. Kane

PART IV HUMAN RESOURCES MANAGEMENT AND ORGANIZATIONAL DYNAMICS

295

24 Appalachian Home Health Service A not-for-profit home health agency, which needs to hire a nurse, faces a controversial choice because their best applicant has been convicted of a felony; a second look at their recruitment process reveals underlying problems in that process and staffing in general.

295

(6)

Kathryn H. Dansky

25 Sexual Harassment at Haleron Memorial Hospital The purchasing manager at a 750-bed acute care teaching hospital must balance his duties carefully when a female buyer in his department accuses an outside supplier of sexual harassment.

301

(6)

Peter Madsen

John E. Fleming

26 Mercy Hospital The sudden resignation of the director of nursing services at a 300-bed general acute care hospital prompts the executive director to make a closer examination of the hospital's organization; the consultant uncovers planning problems, confusion regarding relations and responsibilities, and lack of leadership.

307

(12)

27 Watergate Nursing Home The administrator of a private, not-for-profit nursing facility is not looking forward to the visit of the new corporate regional supervisor; he is unsure how her modern management ideas will mesh with the facility's tradition of open, friendly service and his personal involvement at all levels.

319

(8)

Donna Lind Infeld

Dorothy J. Moon

28 The Teaching Hospital Renal Unit The personal eccentricities of the head of renal medicine at a large teaching hospital finally lead to his replacement by a more conservative physician; massive turnover, complaints by residents, and the death of a patient who suddenly decided to refuse treatment force a reexamination.

327

(6)

R. Penny Marquette

Michael H. Smith

29 Suburban Health Center The supervisor of a suburban branch of the city health department must do something about an insubordinate and possible incompetent nurse; lack of authority and apparent lack of support from her superiors are complicated by the lack of employee performance evaluations.

333

(4)

Bruce D. Evans

George S. Cooley

30 Union Organizing at KCOM-KOHC, Inc. When an osteopathic medical school and its affiliated health center are targeted for organization by a service employees union, management, with the aid of a specialty law firm, begins a protracted struggle to sway employee opinion away from the union before the representation election.

337

Chimezie A.B. Osigweh, Yg.

Robert A. Figler

Mark A. Morehouse

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Cases in Health Services Management

Cases in Health Services Management

9781878812193

187881219X

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Cases in Health Services Management

Cases in Health Services Management

9781878812193

187881219X

Summary

Table of Contents

Supplemental Materials

Write a Review

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