Montefiore Medical Center Essay

1- wherefore does Elaine Brennan need to develop a red-hot schema now? A great manager leave behind be the one who is able to examine the environment, determine opportunities and threats, plan accordingly, utilise the plans and evaluate the results of his planning on frequent basis to add to a greater extent value to what his/her organization is built to accomplish. Elaine Brennan necessitate to develop a impertinent strategy now because according to the Systems Look at Health criminal maintenance, a fusion has happened between two facilities each of which go forth a different direct of distribute. Each of these facilities was 4 miles away from each other, and both of these facilities staff members were operate in silos. Since Montefiore agreed to operate Einsteins patient-care facility back up in 1963, its scope of coverage increased to about 1.2 one thousand million residents, 65% of which are minority populations.Montefiore had 16+ competitors in the Bronx area, a co ndition that guide to let down scores at the national take, together with lower remuneration levels for employees, unsatisfied patients, amounting to a budget deficit of about $57 million dollars in 1995. Even with the con consentientation of the two health care facilities, stillness there are certain disadvantages that need to be taken care of. on that point will be fewer workforces to provide for the desired level of care after curtailment. With that on hand, more responsibilities will be disposed(p) at the expense of enjoying the usual authority level granted to staff. unitary final challenge that will add to the necessity of formulating a new strategy for Montefiore aesculapian center is related to the concept of organizational switch and the leadership styles needed to go for that organizational change.Level Target literary argument Pressing Matters (Needs)D Environment. 1- Competition.2- Regulations.3- Demographics.4- Payer Policies. 1- 16+ other hospitals in the Br onx area.2- hard-fought reimbursement potential from payers. C Infrastructure. 1- Infrastructure.2- Leadership. 1- Separate administrative teams.2- leadership teams adaptation to change. B Microsystems. 1- Teams.2- Tools.3- Logic. 1- Downsizing.2- More stress and turnover.3- more span of control with less authority.4- decrease quality.5- Cultural consolidation. A Patient. 1- Coverage. 1- Provision of services to 1.2 million residents.2- 65% minorities (Hispanics and Afri faecal matter Americans).2- Does the GRIP strategy meet the unavoidably of this organization? According to the Systems Thinking, Montefiores corporate strategy should be nearly influenced by the four pigment environmental factors (competition, governmental regulations, demographics, and payer policies), yet the current GRIP business concern strategy which was formulated by Brennan, is supposed to be specifically addressing the discerning Care Division as a business unit, not the ideal organization.On the oth er hand, the case doesnt indicate which levels of management participated in the meetings Brennan conducted for planning the new strategy for the Acute Care Division. Moreover, and as we go down the organizational hierarchy, strategic goals should be more constrained by corporate level strategies, more detailed with shorter life spans according to the plans provided, and finally, more action-oriented with more specific goals. Given all of the above, I think that what Brennan managed to shit was a GRIP strategy that was tailored for the whole Montefiore organization. As regards whether it met the needs of Montefiore, I think it broadly addressed some(a) unmet environmental needs that are provided in the following tableAlso, the Systems Thinking model tells us that no system is ever completely stable. Per se, the GRIP strategy is practiced but it will not guarantee the stability of the Montefiore checkup center. There is no clear space for metrics that will note succeeder of the operations after implementing such strategies. Also there is expected grasp in the performance of the organization if metrics were not identified to measure performance at the national level. If the Balance Scorecard (BSC) section was include as a way to implement the new strategy, and then I would say that the new strategy will meet the needs of the organization.3- Why was implementing the plug-in concept by the medical staff difficult? a- The scorecard concept requires data collection because these data will later on be reported to different levels of managers. Only then that managers will be able to judge if their goals are being met or not and then act accordingly. The data collection part of performance forward motion is the most tedious and clipping down task in process improvement projects. b- In cabaret to keep the patient flow within the Montefiore medical center, some subspecialties had to be accommodated by all hospital departments in order for revenues to keep com ing out for the whole health care facility, draw off for that due to that each unit had its own revenues and expenses, which made it hard to occasion a new system for monitoring patients between departments and services in order to build revenues according to overall expenses.c- It was hard to involve some physicians into the suggested scorecard process maps. Physicians usually think that what they ordinarily do is beat out for the patient, especially when it leads to treatment or cure from disease or condition. They cant embrace doing something different that is addressing unusual metrics from the ones they are use to use. They also look at learning about improvement as a first step towards undermining their authority and ego. d- From a human resource point of view, Lewins model of organizational change, and Kubler-Ross model for overcoming organizational subway system to change, take time to get results out of them.Kubler-Ross model for overcoming organizational electrical r esistanceSource www.movida.net78.net4- What could Brennan have make advance?a- Brennan could have done better to involve physicians into project teams in a more consistent and solid way. When physicians are involved in the value mapping process, they can provide valuable inputs to data gatherers, which on the long run can pay off a lot of data gathering time for the regular valuation process. It also will increase the project teams tackiness and collaboration towards attaining their goals. Otherwise, the deployment of the scorecard system into the newly designed health care centers will be much more difficult and time consuming which is not good in the face of the great competition dissimulation ahead. b- Brennan also could have done better to spend more time on studying how the different staff members of the different care and support centers will respond to the new responsibilities in shaping improvement excessivelyls for Montefiore medical center, and then try to create feedback circuits that will both reward over-achievers and suck up reluctant or incompetent workers.c- I think that Brennan should have done better to recommend that every department use only national-level strategies and not both national and local-level ones. Individual metrics tend to be too easy to accomplish, and its fulfillment may lead to a false picture of accomplishment, which is not good in the face of sustaining a competitive advantage. d- I dont think that linking compensation to performance will be an obstacle in front of reducing budget deficits for the new system.I think that due to organizational change, there will be retrenchment at all organizational levels, and may be some middle(a) level active managers and medical staff will be promoted to spirited level or more operational-involved positions at a relatively lower salary. The bottom line is that there will be deficit lessening but at a much slower pace, together with a re-inforcing feedback for performance . e- I also think that Brennan has taken execution of instrument of the GRIP strategy a little bit too fast. She might be tempted by the quick $15 million cost savings that she accomplished from downsizing on some managerial positions in 1996, but it is still a fact that if she wanted more solid environmental stability during the implementation of the new strategy, she has to allow time for unfreezing, moving, and freezing stages of the Lewins model of change.