A1 The Organization Hospital X was founded in 1921 by four doctors who realized that medical advances were making it impossible for physicians to work alone. The doctors felt that gathering physicians and laboratories into one facility would lower overhead costs allowing patients from any walk of life the care they could afford. As Hospital X has grown‚ it now includes over 100 facilities and 51‚000 employees in 3 countries. As Hospital X has expanded‚ it is still guided by the same principles
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Avoiding readmission is financially feasible for the organization by lowering their healthcare spending. Congress enacted the Hospital Readmission Reduction Program under which Medicare penalizes hospitals for higher than expected rates of readmission. In 2015 CMS withheld 3 percent of reg reimbursement for hospitals having too many 30 day readmissions for HF. Heart failure accounts for more than 38 billion dollars of health care spending annually. More than 25% of pts hospitalized will be
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consolidated hospital? What specific steps should the board take to create an executive team to manage the newly created organization? Given the diversity of cultures embedded in the merged organization‚ what should the management team do to facilitate a working culture in the new organization? How should the duplication of services and departments be handled? How do the physicians work with administration to share power and resources within the new consolidated hospital? What specific
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MONTVILLE HOSPITAL DIETARY DEPARTMENT CASE SYNOPSIS THE CONDITION The dietary department employed approximately 100 employees‚ 95% were female. The department had two major responsibilities: § The planning‚ preparation‚ and serving of three meals a day to every patient § The operation of an employees ’ cafeteria The Management § Mr. Thomas Ellis‚ the food service director‚ was an older man‚ a flashy dresser who wore no uniform and spent most of the day in his office. He rarely talked to anyone
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Running head: ANALYSIS OF: “CONFLICT RESOLUTION AT GENERAL HOSPITAL” Analysis of: “Conflict Resolution at General Hospital” August 22‚ 2010 Abstract This is paper will address the conflict at General Hospital and discuss the conflict management styles that are evident in the case. Next‚ there will be a discussion of how General Hospital could have used teams to address the cost reductions needed to stay competitive. A description of how Hammer
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Hospitals often elicit surprising emotions from incoming patients; feelings of dread‚ mortality‚ and a loss of control. These emotions come contrary to the goal of a hospital: to heal‚ to help‚ and to provide a general sense of positivity. Of course the former emotions are valid‚ but they are seemingly over-dramatic with the goal of a hospital kept in mind. The author of this account carefully crafts his writing using diction‚ strong details‚ and a specific tone‚ to paint his hospital visit in a
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The City Main Hospital Cochin‚ was incurring losses inspite of its rising popularity and increasing number of outdoor patients. The management had been thinking of doing something to solve the problem. As the major burden of the heavy cost was due to the surplus manpower‚ the simplest solution‚ according to the Hospital’s Executive Director‚ was to reduce staff‚ especially‚ from the nursing department. The hospital had five floors. The fifth floor was meant for keeping chronic and old age patients
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tell her parents of the bad new they are devastated and imminently rush to the hospital to be by there only child side as she is being rolled out of the surgery room she is laced into the intensive care unit her parents get a good gimps of there child before the doctor pulls them aside to tell them the she is in a grave conditional and might not make it out of the hospital alive. Although her body is lifeless on the hospital bed her spirit is wondering freely and confused among her parents she is lost
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TUI UNIVERSITY John A. Voorhees Module 2 Case OPM 300: Introduction to Operations Management Dr. Joseph Michael Thomas 21 December 2011 Arnold Palmer Hospital The flowchart that Diane designed is perfect. Diane’s flowchart explains the process in detail of how Arnold Palmer Hospital began the procedure. Being Diane’s new assistant‚ we can improve the flowchart by being more precise. The flowchart can be presented in small point and explain the process and flow of maternity patients.
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Question 1: i. Fixed Cost = ($660 + $770) x 3‚000 units = $4‚290‚000.00 Variable Cost = $550 + $825 + $420 + $275 = $2‚070 Total Variable Cost = $2‚070 x $3‚000 = $6‚210‚000.00 Unit Contribution Margin = Sales – Variable Cost = $4‚350 – $2‚070 = $2‚280 ii. Contribution Margin Ratio = Total Variable Cost Total Sales = $2‚280 x 3‚000 $4‚350 x 3‚000 = 0.524137 iii. Break even volume in units = Total Fixed Cost Unit Contribution Margin = $4
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