Course: Healthcare Management (BUS 443)
Instructor: Dr Rasha Alghafes
year: 2018/2019
Semester: 2nd
Course Work Guide
Individual Assignment (10 marks)
A. Description
This assignment for the Healthcare management course is an individual paper
work which is required to be submitted week 7.
The assignment consists of two Parts:
PART I: Case Study: quoted from the book (5 MARKS).
Kindly refer to case study page (568) Emotional Intelligence in Labor and Delivery. By following
the guidelines for the case study write up (please refer to chapter 18-p502), prepare a written
report for the case using the following format:
Background statement
Major problem and secondary issues
Your role
Organizational strengths and weaknesses
Alternatives and recommended solutions
Answering the case study discussion questions (1,3 & 6)
PART 2: Healthcare in Saudi Arabia: your perspective as a patient/customer (5
MARKS).
From your perspective as patient in Saudi Arabia, prepare a written report of the areas of
strengths of the hospital(s) you are patient at as well as areas for improvements. List and
discuss at least 5 areas of strengths and 5 areas for improvements. The report should not
exceeds 2 pages: using an ‘Arial’ Font of size 12 and a 1.5 spacing
B. Mark & Assessment Scheme
The Project is worth 10% of the total course mark; 5% for the case study analysis paper
(part 1) and 5% for the second part.
For the Case study rubric for grading please refer to figure 18.1 "Derailerd rubric for
grading written case studies"
Page 1 of 2
Course: Healthcare Management (BUS 443)
Instructor: Dr Rasha Alghafes
year: 2018/2019
Semester: 2nd
C. Academic Integrity
No cheating or plagiarism will be tolerated. Any student that is found guilty of cheating
or plagiarism will be turned over to the Dean of Students for disciplinary proceedings in
accordance with the university’s policies, rules and regulations.
Page 2 of 2
502
CHAPTER 18
HEALTH CARE MANAGEMENT CASE STUDIES AND GUIDELINES
CASE STUDY WRITE-UP
503
Background Statement
What is going on in this case as it relates to the identified major problem? What are (only)
the key points the reader needs to know in order to understand how you will “solve” the
case? Summarize the scenario in your own words—do not simply regurgitate the case.
Briefly describe the organization, setting, situation, who is involved, who decides what,
and so on.
Major Problems and Secondary Issues
Specifically identify the major and secondary problems. What are the real issues? What
are the differences? Can secondary issues become major problems? Present analysis of the
causes and effects. Fully explain your reasoning.
• Identify at least two, but no more than three, potential alternative solutions” to
address the major problem from the management level you have selected. This is
where you are being asked to think outside of the box.” Were there possibilities
not suggested by the text? How would each of these solutions improve the situation,
and to what degree? Identify the strengths and weaknesses of each approach. The
best choice may not be affordable; as managers we have to “satisfice,” that is, make
the best choice available at that time. Is one more cost-effective than the other(s)?
Would one of them take too long to implement before experiencing the needed
results? Do you have the expertise and resources to implement the solution? In
developing your alternative solutions, keep in mind the strengths and weaknesses
of the organization as they relate to the major problem. Having a great community
reputation, for example, will likely have little bearing on whether you should fire
the head of surgery. However, significant financial eserves may be relevant in
trying to increase access for patients in outlying areas. Remember, there is no one
right or wrong solution, only better or worse solutions. The difference will be in
how you analyze and present them.
• Select the best alternative solution to implement. In the step above, you analyzed
each potential alternative in terms of the strengths and weaknesses of each. Through
this process it should have become evident which alternative has the best chance of
successfully addressing the major problem. Your final challenge is to identify how
and when you will know whether your proposed alternative solution worked. To do
this, you must identify ways to evaluate your solution. For example, if the desired
outcome of your solution is increased revenue, when will this occur, and to what
degree? Increased revenue will be one of your evaluation metrics, but you will need to
outline specifically what you expect to happen. A sufficient response in this example
could be “increase revenue by 5% by end of third quarter.” Note that regardless of
which metrics you choose, you need to be able to measure them. At this point in the
case it may be necessary to “assume” some things. For example, if a desired outcome
is increased patient satisfaction, you can assume the organization already measures
this and simply state your expected quantitative improvement and time frame (e.g.,
"improve patient satisfaction by 10 percentage points within six months”). However,
be sure to state any assumptions you are making (e.g., “We assume the organization
already tracks patient satisfaction and it is currently at 30%").
Your Role
In a sentence or short paragraph, declare from which role you will address the major problem,
whether you are a senior manager, departmental manager, or an outside consultant called
in to advise. Regardless of your choice, you must justify in writing why you chose that role.
What are the advantages and disadvantages of your selected role? Be specific.
Organizational Strengths and Weaknesses
Identify the strengths and weaknesses that exist in relation to the major problem. Again,
your focus here should be in describing what the organization is capable of doing
(and not capable of doing) with respect to addressing the major problem. Thus,
the identified strengths and weaknesses should include those at the managerial level
of the problem. For example, if you have chosen to address the problem from the
departmental perspective and the department is understaffed, that is a weakness worthy
of mentioning. Be sure to remember to include any strengths/weaknesses that may be
related to diversity issues.
Alternatives and Recommended Solutions
Describe the two to three alternative solutions you came up with. What feasible strategies
would you recommend? What are the pros and cons? State what should be done—why,
how, and by whom. Be specific.
CASE STUDY WRITE-UP
Evaluation
How will you know when you've gotten there? There must be measurable goals put in place
with the recommendations. Money is easiest to measure; what else can be measured? What
evaluation plan would you put in place to assess whether you are reaching your goals?
Prepare a written report of the case using the following format.
500
CHAPTER 18
HEALTH CARE MANAGEMENT CASE STUDIES AND GUIDELINES
CASE STUDY ANALYSIS
501
Case studies are thus widely used as learning methods in the education of health care managers
. This will lead you to begin to understand the secondary, or underlying, issues. It is
and administrators. Cases require the student to think, reason, develop critical thinking and
important to note here that you may end up with more than one “major" problem;
analytic skills, identify underlying causes of problems, use creative abilities, make decisions,
your challenge is to identify the one that has the greatest potential to alter the situation
and, in the case of group work, deal with personality conflicts and change. Generally, health
for the better if addressed successfully.
care management utilizes two types of case studies: diagnostic and descriptive. In a diagnostic
case study, a major issue or problem will need to be identified and addressed. A descriptive
TIP: Sketch out the relationships between your major and secondary problems
case study usually presents a theme or describes a situation or series of events. There is not
in a flowchart-like manner. Apply reasoning to how and why the problems
necessarily a major problem presented, and thus the objective is more of discussing the theme
developed; always answer the question, "WHY?” While we only know
in terms of management challenges. Regardless of the type, case studies can be daunting at
what the case tells us, we need to think about underlying motivators while
first, and a good strategy for how to tackle the case study is needed.
we read. Play "devil's advocate” to test these causal relationships to help
ensure you are on the right track.
CASE STUDY ANALYSIS
• Conduct some initial research on your identified major problem/issue. The
research will likely help frame the major problem and reinforce its relationships to
Based on more than two decades of experience using the case study method in the classroom
your potential secondary problems. For example, if the problem you have identi-
and in faculty workshops, we recommend that students work in teams and use the following
fied deals with employee supervision, research what types of things need to be
guidelines for case studies.
considered when supervising employees (e.g., performance reviews, hiring/firing
• Read (or watch) the case carefully several times. The first time you read it, read it
processes, related potential legal issues, discrimination and/or diversity issues,
quickly, trying to pick up the high-level issues and players. In successive readings,
mentoring, confidentiality, etc.). Be sure to consider any potential diversity issues
become absorbed in the situation in such a way that you see yourself intimately
and the impact they may have. Only by gaining an understanding of the relevant
involved with the personalities, problems, and conflicts.
management issues surrounding the major problem can you begin to develop
potential solutions.
TIP: Highlight sentences that may be important in identifying the main issue or
theme of the case, and strike out those sentences that are "nice to know.”
TIP: Utilize academic and trade journals as the major focus of your research.
but not critical to the issues in the case. This will help you to filter out the
Websites can only get you so far, and academic/trade journals will provide
"noise" in the case.
you with more in-depth and directly relevant information
As the case starts to become more familiar to you, begin to ask yourself the following
Important note: If you are working in teams on the case study, we highly recommend
types of questions and jot down your thoughts:
you complete all of the above steps individually, and then come together as a group
to compare notes. This will help to ensure you have done the best job of analyzing
1. What is really going on this case? Generally speaking, what types of managerial
issues are there (e.g., human resources, leadership, legal, confidentiality, quality
• Now that you have identified the major problem, decide from which management level
control, conflict management, etc.)?
you want to “solve” the problem. Is the problem best addressed from a departmental
2. Can you describe in one sentence the major issue/problem? Make a list of all
perspective (e.g., supervisor, director, manager), a senior executive perspective (e.g.,
of the problems you can identify. Analyze this list to see if you can determine
vice presidents), an organizational perspective (e.g., CEO, board of directors), or
how these problems relate to each other. Are some problems the cause of other
perhaps from an outside perspective (e.g., consultant)? Note that in order to make
problems? If so, highlight the causal problems to see if a pattern develops. For
this decision, you must understand the roles and responsibilities of each of these
ion, you?
Chatham
YEOL mustarlig deepejzuhuis there loss of revertext IS-SUSTER
the case.
1
Course: Health Management 443
Year: 2018-19
Instructor: Dr Rasha Alghafes
Semester: 2nd
RUBRICS FOR CASE STUDY/LEVELS OF ACHIEVEMENT (Total 10 Points)
Sl.No Basis/Criteria
EXEMPLARY (4Points) ACCOMPLISHED (3 Points) EMERGING (2 points) BEGINNING (1 Point)
1.
This section was well The concept of the case The concept of the The content of the case
Introduction (20%)
organized, presented the study section had one case study section had study section was not
main focus on the study limitation
one limitations,
clearly written and
section, included adequate Included irrelevant Had a disjointed focus, difficult to understand
content, summarized information, failed to Incorrect information
information when needed. explain concepts
2
Analysis and evaluation of
Presents an insightful and Presents a thorough Presents a superficial Fails to make an
issues/problems (20%)
thorough analysis of all analysis of most of the or incomplete analysis analysis/argument at all.
identified issues/problems issues identified missing of some of the
Argument fails to answer
: includes all necessary some necessary reasons identified issues; omits the issue. No creativity
reasons
necessary calculations expressed.
3.
Identifying Organizational
Make appropriate and Make appropriate but Make little connections Fails to use any evidence
Strengths and weaknesses (20%) powerful connections somewhat vague
between issues
from the text reading;
between identified
connections between identified and the
uses no appropriate
issues/problems and the identified issues/problems concepts studied in the
sources
strategic concepts studied and concepts studied in course readings;
in the course readings and the course readings and supplements case
lectures, supplements lectures; demonstrates study if at all with
case study with strengths limited command of the incomplete research
and weaknesses, relevant strengths and weaknesses and documentation
and thoughtful research tools studied; supplements
and documents all sources case study with limited
of information
research
4. Recommendations on effective Supports diagnosis and Supports diagnosis and Little action suggested Fails to come up with any
solutions/strategies (20%)
opinions with strong opinions with limited and/inappropriate
suggestion or
arguments and well
reasoning and evidence; solutions proposed to recommendation to the
documented evidence presents a somewhat one the issues in the case issue in the case study.
sided argument;
study.
demonstrates little
engagement with idea
presented
Writing skills and flow of ideas Demonstrates clarity, Occasional grammar Writing is very little No proper flow of idea
5.
(20%)
conciseness and
grammar or speling errors focused, rambling or and language. Writing is
correctness; formatting is but still a clear
contains errors ;lacks not organized. No
appropriate and writing is presentation of ideas; lacks organization and guidelines followed
free of grammar and organization
follow some
spelling errors
guidelines
Total mark
100
/10
EMOTIONAL INTELLIGENCE IN LABOR AND DELIVERY
569
Emotional Intelligence in Labor and
Delivery—Case for Chapters 2, 12, and 13
The baby is delivered. It is clear that the baby is anencephalic and has very poor
circulation. The nurses wrap the baby in blankets and hand the baby to Mrs. Ford for her
to view. Dr. Jones says there is no reason to call in a neonatologist and that this baby will
obviously only live a few hours at most. Mrs. Ford requests to have her baby fed. Dr. Jones
says it is okay to do that and requests the baby be put on a cardio-respiratory monitor with
an IV tube for feeding. Ms. Smith is concerned about this, since she knows it will prolong
the life of the child, and this would be considered futile care. She wonders how to handle
this concern since she realizes Dr. Jones will probably yell at her if she is to question his
orders again.
Louis Rubino and Brenda Freshman
DISCUSSION QUESTIONS
1. What is your opinion of Dr. Jones's emotional intelligence (EI)? Based on a scale of
1–10, with 1 being lowest, how would you rate Dr. Jones? Why?
2. Repeat this process for Ms. Smith, the nurse manager.
3. Do you think there should be any consequences for Dr. Jones as a result of his
behavior? What can be done?
4. Should Ms. Smith question Dr. Jones's orders for feeding the terminal baby? How
would she do this?
It is Sunday night in Labor and Delivery. An obviously pregnant full-term mother, Mrs.
Ford, presents herself, saying her doctor, Dr. Jones, told her to come to the hospital to
deliver her baby. The mother tells Ms. Smith, the nurse manager of L&D that the doctor
has informed her that the baby has anencephaly, and she understands that the baby will
not be expected to live very long after delivery. Ms. Smith is very concerned, since the
unit did not receive any prior word about Mrs. Ford coming to the hospital, nor did the
unit receive the prenatal record, which is required to be submitted by the 36th week of
pregnancy per hospital policy.
Ms. Smith proceeds to call Dr. Jones to ask for orders and to get more information
regarding Mrs. Ford's condition. Dr. Jones gets very upset with the phone call, says that he
just completed a delivery and was trying to get a couple hours of sleep before he came to
the hospital to deliver Mrs. Ford's anencephalic baby. He yells that he will be there shortly
now that she has woken him and tells her to start prepping for a C-section and hangs up.
Ms. Smith realizes the survivability of the baby is not possible and that no measure will be
able to save the life of the baby once delivered. Ms. Smith understands that in these cases,
it is the nurses' job to use whatever measures necessary to make the baby and mother as
comfortable as possible so the baby can have a dignified death.
Ms. Smith is agitated at Dr. Jones's response. First, he was obviously in the wrong
in not notifying the hospital about Mrs. Ford coming in, let alone not sending in the
prenatal record. When Dr. Jones enters the unit, he is obviously upset but gets even more
upset when Ms. Smith questions why he intends to do a C-section. Ms. Smith could tell
that Mrs. Ford was not expecting a C-section based on her comments to her. Dr. Jones
dismisses Ms. Smith's comments about doing a vaginal delivery and begrudgingly he does
do a vaginal birth, complaining during it about how he will now have to reschedule his
whole day, since it will take much longer than a C-section.
5. What about the patient, Mrs. Ford? What is her stake in all this? Should she get
involved in the obvious conflict occurring around her?
6. What should the hospital do to try to educate the staff about emotional intelligence?
Explain your answer.
7. How could teamwork training help this Neonatal ICU team? Explain your answer.
568
Purchase answer to see full
attachment