Montefiore Medical Center Essay

1- Why does Elaine Brennan destiny to set almost a modern strategy now? A dandy manager bequeath be the one who is able to examine the environment, finalise opportunities and threats, plan accordingly, implement the plans and evaluate the results of his planning on frequent foundation to add much value to what his/her face is built to accomplish. Elaine Brennan needs to develop a new strategy now beca apply according to the Systems Look at Healthcare, a merger has happened mingled with two facilities each of which proffer a contrastive take of care. Each of these facilities was 4 miles away from each former(a), and twain of these facilities lag members were operating in silos. Since Montefiore agreed to operate Einsteins patient-care facility back in 1963, its scope of coverage increased to almost 1.2 one million million residents, 65% of which are minority populations.Montefiore had 16+ competitors in the Bronx area, a condition that led to lower scores at the natio nal level, together with lower compensation levels for employees, unsatisfied patients, amounting to a budget deficit of around $57 million dollars in 1995. Even with the consolidation of the two wellness care facilities, still at that place are certain disadvantages that need to be taken care of. There bequeath be fewer workforces to provide for the desired level of care after downsizing. With that on hand, to a longer extent responsibilities pull up stakes be granted at the expense of enjoying the usual authority level granted to staff. One final challenge that exit add to the need of formulating a new strategy for Montefiore medical center is related to the construct of organizational change and the leadership styles needed to support that organizational change. aim Target Parameter Pressing Matters (Needs)D Environment. 1- Competition.2- Regulations.3- Demographics.4- Payer Policies. 1- 16+ other hospitals in the Bronx area.2- Difficult reimbursement potential from pay ers. C Infrastructure. 1- Infrastructure.2- Leadership. 1- Separate administrative groups.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 chequer with less authority.4- Decreased quality.5- Cultural consolidation. A Patient. 1- Coverage. 1- Provision of services to 1.2 million residents.2- 65% minorities (Hispanics and African Americans).2- Does the deal strategy allude the needs of this organization? According to the Systems view, Montefiores corporate strategy should be most influenced by the four key environmental factors (competition, governmental regulations, demographics, and payer policies), yet the online GRIP melodic line strategy which was formulated by Brennan, is supposed to be specifically addressing the Acute boot Division as a business unit, not the entire organization.On the other hand, the case doesnt orient 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 lifespan spans according to the plans provided, and finally, more action-oriented with more specific goals. Given all of the above, I commend that what Brennan managed to create was a GRIP strategy that was tailored for the self-coloured Montefiore organization. As regards whether it met the needs of Montefiore, I think it broadly addressed about unmet environmental needs that are provided in the following tableAlso, the Systems Thinking type tells us that no system is ever completely stable. Per se, the GRIP strategy is beneficial exactly it impart not guarantee the constancy of the Montefiore medical center. There is no clear space for prosody that will measure success of the operations after implementing such strategies. Also there is expe cted delay in the execution of the organization if metrics were not identified to measure deed at the national level. If the Balance identity card (BSC) section was included as a way to implement the new strategy, accordingly I would say that the new strategy will meet the needs of the organization.3- Why was implementing the scorecard concept by the medical staff tricky? 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 improvement is the most tedious and sentence consuming task in process improvement projects. b- In order to keep the patient pass within the Montefiore medical center, some subspecialties had to be accommodated by all hospital departments in order for revenues to keep coming out for the whole wellness care facility, except for that due t o that each unit had its own revenues and expenses, which do it severely to create 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 usually do is best for the patient, especially when it leads to treatment or cure from infirmity or condition. They cant embrace doing something different that is addressing unusual metrics from the ones they are used 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 specimen of organizational change, and Kubler-Ross model for overcoming organizational resistance to change, take time to get results out of them.Kubler-Ross model for overcoming organizational resistanceSource www.movida.net78.net4- What could Brennan progress to done better? 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 break loose can save a lot of data gathering time for the regular evaluation process. It also will increase the project teams cohesiveness and collaboration towards attaining their goals. Otherwise, the deployment of the scorecard system into the newly knowing health care centers will be much more difficult and time consuming which is not good in the face of the great competition lying ahead. b- Brennan also could have done better to drop off more time on studying how the different staff members of the different care and support centers will respond to the new responsibilities in organization improvement tools for Montefiore medical center, and then try to create feedback circuits that will two reward over-achievers and highlight 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 slope to be too easy to accomplish, and its fulfillment may lead to a false belief 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 downsizing at all organizational levels, and may be some middle level active managers and medical staff will be promoted to high level or more operational-involved positions at a relatively lower salary. The bottom line is that there will be deficit reduction but at a much lazy pace, together with a re-inforcing feedback for performance. e- I also think that Brennan has taken implementation of the GRIP strategy a little bit too fast. She competency 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.