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Sullivan hospital case study answer zp04457 docx 1

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PART I 1. Assemble the diagnostic data into a framework and prepare feedback to the senior administrators of the hospitals. What’s your sense of the organization’s current structure and employee involvement issues? Diagnostic Framework  CEO, Ken Bonnet expressed concerns of recent decline in patient market shares to local competing hospitals and the continuous decline in patient satisfaction measures for Sullivan Hospital System  CEO, Bonnet initiating change meeting with other CEO, Sue Strasburg, president of the is ar stu ed d vi y re aC s o ou urc rs e eH w er as o. co m smaller hospital and both of their executive management teams  Leadership styles and personalities of the two CEO’s are significantly different, however they have a good, and respectful working relationship both are in agreement for initiating change at Sullivan Hospital System  CEO Bonnet, contacted OD consultant to organize a three-day retreat with combined management team to kick off change process  Team informed the OD consultant that Sullivan hospital is in need of a change in its practices. Problem was identified by team as “TQM” without allowing the OD consultant to gather data, seek information, and perform an analysis to make a proper diagnosis of the issues within Sullivan Hospital  Work redesign of nursing units by outside consulting group, contracted by Bonnet put on hold at the request of OD consultant to conduct a diagnosis of the health system  Retrea ...
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