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Sullivan Hospital System Case Study 1

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Political Science
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Sullivan Hospital System Case Study
Student's Name
Department, Institutional Affiliation
Course Name
Instructor's Name
Submission Date

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Sullivan Hospital System Case Study
Key Issues
Ken Bonnet, the Chief Executive Officer of Sullivan Hospital System, had concerns over
the past nine months on how the hospital was losing its market shares to other local hospitals. He
also noted that there was a decline in the measures to satisfy the patients. This created a huge
need to revise and change the organization structure of the Sullivan Hospital System. The change
was to incorporate full participation of all members within the organization who include
managers, nurses and physicians.
Ken Bonnet called for a significant overhaul of its Total Quality Management process to
address two key issues. The first issue was to improve the patient care design, thus improving the
hospital's market share by attracting more physicians to the hospital. Secondly, the change was to
develop current favourable improvement policies and principles as stipulated by the Joint
Commission on Accreditation of Healthcare Organizations (Sullivan Hospital 2016). It was
evident that the team did not have the required knowledge and skills to implement a new
sophisticated Total Quality Management design.
Diagnosis
Diagnosis of the Sullivan Hospital System yields both social and technical problems. The
problems were first social as related to the objectives and purpose of the hospital. Analysis of the
values and mission of the hospital established a social success that the two aspects were known
by the hospital administration, including the senior-most managers, middle managers, nurses,
supervisors and physicians. The hospital's mission of "to improve the health of the people and
communities we serve" was unanimously known and was handled with passion and consensus

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1 Sullivan Hospital System Case Study Student's Name Department, Institutional Affiliation Course Name Instructor's Name Submission Date 2 Sullivan Hospital System Case Study Key Issues Ken Bonnet, the Chief Executive Officer of Sullivan Hospital System, had concerns over the past nine months on how the hospital was losing its market shares to other local hospitals. He also noted that there was a decline in the measures to satisfy the patients. This created a huge need to revise and change the organization structure of the Sullivan Hospital System. The change was to incorporate full participation of all members within the organization who include managers, nurses and physicians. Ken Bonnet called for a significant overhaul of its Total Quality Management process to address two key issues. The first issue was to improve the patient care design, thus improving the hospital's market share by attracting more physicians to the hospital. Secondly, the change was to develop current favourable improvement policies and principles as stipulated by the Joint Commission on Accreditation of Healthcare Organizations (Sullivan Hospital 2016). It was evident that the team did not have the required knowledge and skills to implement a new sophisticated Total Quality Management design. Diagnosis Diagnosis of the Sullivan Hospital System yields both social and technical problems. The problems were first social as related to the objectives and purpose of the hospital. Analysis of the values ...
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