HPA 332 Health Systems Management

Question: Scenario You are an office supervisor at the local hospital, with a staff of 12 under your supervision. Your hospital has experienced falling patient admissions, declining government and insurance reimbursements, and increased competition. Leadership has taken several measures to improve its financial position in a difficult market: introducing Lean quality methods to improve work processes and increase efficiency, retooling service lines, and partnering with physician groups. For some time there have been rumors of possible lay-offs. Today your boss told you the lay-offs will take place, and she asked you to participate in the planning process. Planning is getting underway to evaluate the size of the lay-off, including numbers of positions affected and which job classes and departments will be affected. The hospital is committed to transparency in the planning process and one of the key planning tasks will be to develop a communication approach to support all employees and keep them informed. As you prepare for the first planning meeting, you collect your thoughts about the information needs of all staff as they wait to learn whether or not their position will be eliminated. What will be their concerns and their resulting socio-emotional needs during this difficult time? What are the foremost employee concerns that you and other hospital managers must address through personal conversations and written communications as you break the news and develop the details? How can your organization handle this major change with many potential negative consequences in the most positive way possible? Either individually or in a group, develop three to five recommendations for handling lay-offs at the hospital. Provide a short explanation of possible effects on employees’ social motivations and how each of your recommendations contributes to minimizing potential negative consequences for employees. Answer: Background Statement Planning is an effective process for improving financial position in a competitive market of any organization. The local hospital of the case study experiencing high competition, declining of insurance reimbursements, government and admissions of patients, requires method of lean quality to improve work procedures. The hospital is very much transparent in their planning process and has planned to lay-off through effective communication with employees. During planning of the lay-off, necessary collection of information and socio-emotional needs of employees are also important to mitigate negative potential consequences in positive possible ways (Cullen, 2014). Secondary Issues And Major Problems Major problem that is faced by the hospital is patient admission which has been falling. Secondary issues are government and reimbursement of issues that has been declining and competition from other competitors that has been increasing. Differences are that major problem is causing loss of reputation and patients of the hospital. As per Cummings (2014), secondary issues become major problems when it is prolonged and loss of patients will cause financial crisis for the hospital. Due to low government reimbursement the hospital cannot develop its infrastructure. Moreover the reduction of patient is due to such poor infrastructure which again leads to financial loss of the hospital for which it lacks growth. Finally increasing competitions from rival hospitals is also not tackled due to poor infrastructure. Your Role The role from which major problems will be addressed will be that of a senior manager that supervises the hospital. Choosing a senior manager role will ensure that entire hospital will be supervised under the subordination of that manager. According to Hayes (2014), a senior manager also has leadership and management qualities that make him competent to understand concerns of employees. Effective communication skills can also be applied to develop details and break new to employees. Disadvantage of the role is that socio economic needs would not be understood for difficult times. Organizational Weaknesses And Strengths Major weakness of the organization is their transparency that makes it difficult to keep organizational motivations hidden from employees. Although total distortion of motives are very much unethical for an organization however rumors such as lay-offs to be carried out has been resulted due to too much of transparency (Hayes, 2014). Figure 1: Strengths and weaknesses (Source: Created by the author) Strength of the hospital is their planning process which is very much accurate and includes collection of information of the staffs to be eliminated. The hospital is very much effective from a managerial point of view to understand socio-emotional needs of employees which will make them competent to devise communication strategy. Mebazaa et al. (2015) commented that such planning skills will also ensure that the hospital mitigates major potential negative consequences in a positive way. Recommended And Alternative Solutions Managers of the hospital should identify economical needs of the staffs such as their social status and annual income which should be considered during their lay-off. Moreover they should also devise communication plan to lay-off by motivating them to seek a better opportunity rather than this hospital. Finally, managers should also ensure that staffs are fired based on their efficiency and competency. Evaluation Measurable goals can be calculated through revising admission of patients to the hospital which if increases after lay-offs and also promotes to development of infrastructure of the hospital will determine positive benefits. Finally employee feedbacks will be collected from hospital staffs identifying their needs and assessing potential possibilities of improvement for the current management of hospital. References Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014). Employees’ adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. Journal of Business and Psychology, 29(2), 269-280. Cummings, T.G. and Worley, C.G., (2014). Organization development and change. Cengage learning. Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan. Mebazaa, A., Yilmaz, M. B., Levy, P., Ponikowski, P., Peacock, W. F., Laribi, S., … & McDonagh, T. (2015). Recommendations on pre?hospital & early hospital management of acute heart failure: a consensus paper from the Heart Failure Association of the European Society of Cardiology, the European Society of Emergency Medicine and the Society of Academic Emergency Medicine. European journal of heart failure, 17(6), 544-558.

HPA 332 Health Systems Management

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