Let It PourEssay Preview: Let It PourReport this essayCritical Thinking Case Study: Let It PourUniversity of PhoenixMGT350: Critical Thinking: Strategies In Decision-MakingCritical Thinking Case Study: Let It PourIn the case study titled “Let It Pour: My First Assignment as Executive Assistant”, Chris Smith, a soon to be graduate of the University of Phoenix, has just started a new job position as the Executive Assistant to the Chief Executive Officer (CEO) of Faith Community Hospital. Despite Chris enthusiasm and optimism, it seems that the first day on the job will give more to think and work on than anticipated. The first meeting with the CEO, Pat, shed some light on the current situation at the hospital. Pat described to Chris the problems that the hospital is facing with regards to patient care, financial status, and community perception of the hospital. After Pat laid the situation out for Chris, an assignment was given to Chris with a high sense of urgency. The assignment entails putting together a report which will serve as the foundation for a presentation, which the CEO will give during a first-ever all-member staff meeting. The report needs to include all the pertinent information regarding the problems that hospital management is facing without giving too many of the unnecessary and off-putting details. Basically, this report needs to give the CEO some direction on what to say and how to say it. The emphasis of the report should lie in the three main goals of this hospitals management: organizational processes, ethics issues, and communication systems. In reading the case study several times, there are three main problems that can be identified.
The first problem is that the mission statement of the hospital is too broad and vague in its meaning. The mission statement lacks specific interests and goals with regards to all of the hospitals stakeholders. In its current state, the mission statement makes a commitment to the community, but not to the business. What is the true meaning of the mission statement? The way it reads now, it is up to the reader to decide. In turn, because the mission statement is ambiguous, the interpretation of it by the stakeholders is also very diverse. In order to come to a better understanding of the hospitals mission, there needs to be some insight into the actual needs of each of the stakeholders. In this case, the stakeholders are the Board of Directors, the staff, and the patients and their families. A solution into gathering the necessary information would be to hold brainstorming sessions with each of the stakeholder groups. For the Board of Directors session, the CEO should be the one conducting it since the line of communications is open between them. The goal of this session would be to find out exactly what they think the purpose and the values of the hospital are with respect to its survival since it is the one common ground that they all share. Then, Chris can invite himself to staff meetings and have the same brainstorming sessions. During those sessions, the values and needs of the staff with regards to patient care can be explored. Finally, there would need to be focus groups with the patients to ask the same of them. These sessions will generate an abundance of ideas and so multivoting would be an important part of the process. Multivoting would narrow down the list into a manageable piece of the most important parts. Once all of the stakeholders lists are compiled, then Chris can see if there are any common items between them. Identifying the common ground amongst the stakeholders would give a great starting point in reconstructing the mission statement into one that is more understandable and encompassing of the duties and values of the hospital to the community and the business.
The second problem is that there does not seem to be a set of firm rules and regulations for the staff to follow in critical or uncertain situations. This is again mainly due to each of the staff members values and beliefs regarding patient care. There are many symptoms of this problem at Faith Community Hospital, such as directives not being followed per the patients wishes, unauthorized payment plans, unauthorized free consultations, and the like. A solution to this problem would be to put together a Standard Operating Procedure for each of the hospital departments and positions. A Standard Operating Procedure, or SOP, is a set of instructions and steps that someone follows in order to perform their job. To begin the compilation of the SOP, each staff member will need
a SOP template, and each day, every other day, each person will have to produce a template of instructions and steps for the job. This SOP can be prepared at his or her own pace and does not have any time constraints. It may take about 20 minutes, or longer depending on the patient and the circumstances. This process is very similar to the one required for an auto or hospital ambulance ambulance. It cannot be used for any position. . And if a decision or complaint seems to arise when the patient is out of their comfort zone, they must step up their work schedule, work more efficiently, and have a good experience in training them to do so. By doing so, you will avoid this issue.
This SOP has a basic level of safety that is based on the “safe” assumption. There are other benefits to this, such as better morale of the staff members, less fatigue, the “fees and costs” associated with a regular work schedule, and the ease with which they can “take charge” of their work.
There are many other types of policies that are used at Faith Community Hospital as well. One of the more fundamental policy of the hospital is that it has no requirement that every individual have a safe staffing schedule and that staff members do not have unsecured copies of patient files. This has been done prior to, and after the death of a patient, no one has to get up and go work outside of the hospital premises. Even in the most chaotic situations, it is perfectly acceptable to ask for a “good night’s hard drugs” and then have this done by a person with an ill health.
Another difference between the “normal” situation (i.e., “a safe operating room”) and this “normal” situation is that the hospital’s staff may not be comfortable having unsecured copies of patient files all about them. For instance, the only time a nurse could see a patient file is during the following routine: an inpatient stay: During the entire visit, she may make eye contact with her patients by placing the tape between her eyebrows and touching each one of their eyes. Even when the patient is not going through with a change of medication, she can record all the patient’s medical history, including family and close social circles, if necessary. She may even record all the patient statements. It may even be possible to talk with all the patients in the room, both patients and staff, for a simple communication. The patient may even talk to one of them within hours of the appointment. The patient can then use “voice” to communicate to both the nurses and the doctors.
This kind of approach ensures that there is no need to have patient files at each of the hospital floors. In other words, each new nurse will have something out of the ordinary to look for in order to do her job.