The Case for Open Heart Surgery at Cabarrus Memorial Hospital - Research Paper Example

? The Case for Open Heart Surgery at Cabarrus Memorial Hospital Inserts His/Her Inserts Grade Inserts Name Introduction The open heart surgery program, designed for the Cabarrus Memorial Hospital, may be regarded as a chance for increasing the number of patients, cured in the CMH, as well as expand the range of procedures and therapies. However, previously to taking the final decision, several key strategic management questions should be resolved. Discuss ways the program does or does not comply with the hospital’s mission First, the availability of the open heart surgery program should be reviewed. In fact, it is available in 11 counties in North Carolina, however, it is not offered in the primary operational area, the CMH involves. Actually, this can be regarded as a key decisive factor for extending the range of procedures. Considering the hospital’s mission, it should be emphasized that the hospital has the sufficient base for heart surgery and therapy; therefore, the open heart program will lower the risks for the patients, who need angioplastry, and other invasive therapies. Considering the planned expansion of the hospital, the open heart surgery program is required for attracting experienced heart surgeons as well, while the lack of experts may be regarded as a stop factor. Considering the necessity to review the mission, the CMH will have to consider several additional aspects for launching the program. Therefore, the program will need some amendments, such as including output measurements, integrating the emergency practices into the new program, as well as differentiate responsibilities of the entire team. (Courtney, 2008) These amendments require the in-depth restructuring of the strategic approaches applied, as well as improving the implementation control schemes. Therefore, the mission of the hospital will have to be oriented at several aspects: 1. Patients’ satisfaction 2. Qualification improvement of the personnel (including training courses and experience exchanges) 3. Resolving legislative issues (medical insurance, new program formalities, etc.) Analyze whether or not CMH has sufficient infrastructure and financial resources / leverage necessary to add the program As it is stated in the case study description, the hospital has sufficient financial resources for rearranging the space, purchasing equipment, and employing additional personnel. (Swayne, Duncan and Ginter, 2008) Nevertheless, there is a lack of experienced personal expected. Therefore, as it is emphasized in the discussion, the hospital has only one invasive cardiologist, while the other experts are either interns, or non-invasive cardiologists. Therefore, the hospital will have to resolve the problem of finding the experienced personnel, for launching the open heart surgery program. Nevertheless, this could be regarded as the only serious threat for implementing it. On the other hand, the CMH will have to redesign the overall control management in order to launch the open heart surgery program. In accordance with the research by Scharer (2005), such a redesign may be performed by considering the engineering approach to measure and calculate the possible workload. These measures are required for adapting the HR strategy to the new working approaches, associated with launching the new program. However, such a shift will also require applying organizational development approach concentrated on the proper team building principles, since proper recruiting, and necessity for coordinated team work is essential for health care strategic management. Describe the competitive situation among other area hospitals that could impact the decision On the one hand, the CMH has an opportunity to become the first clinic in the county, offering the open heart surgery program. On the other hand, in accordance with the case description, the lack of the experienced personnel is essential, and some experts have been already gained by other clinics of the State. (Swayne, Duncan and Ginter, 2008) However, it should be emphasized that the open heart surgery program is highly demanded, and the CMH will get an opportunity to expand the services offered, as well as attract patients from the other hospitals and clinics that can not offer heart surgery to their patients. This will increase the overall incomes, which will consequently increase the funds for the further development. However, instead of regarding the launch of the new program as a competitive advantage, this may be regarded as a reason for strategic partnership with other medical centers that offer position of the cardiovascular surgeon for Dr. Christy. This partnership may be oriented at experience exchange, within the partners, offering privileges to other clinics for using the equipment of the CMH, and for the CMH for inviting personnel from other clinics-partners. Describe the change in the service area required for the cardiovascular surgery service Considering the opportunity of expanding the general program line, the CMH will have to consider several aspects, associated with the service area: 1. Medical insurance for the open heart surgery patients. 2. Reception system for the open heart surgery and diagnosis 3. Materials and operating supply 4. Recreation for patients In accordance with the research by Scharer (2005), these factors are of particular importance when a new program is launched. Therefore, it should be emphasized that launching a new program requires solving formal and legal issues, as well. Considering that open heart surgery program is not a general practice in the CMH, the overall changes in the service area will include additional training for the technical and administrative personnel. This will include implementing additional regulation principles for servicing the rooms and equipment, preparing equipment for surgery, as well as solving security and safety issues, such as emergency evacuation schemes. (Brown and Fink, 2012) Discuss alternative strategies the Board should consider before making a “go / no-go” decision on the possible addition of the open heart program Considering the possibility of applying strategic alternatives, the CMH administration will have to resolve the problem of the strategic diversification, and hierarchical structure, required for proper implementation of the new program. Therefore, the structural approach towards launching the new program will have to be based on the performance measurement and planning (Courtney, 2008). Such a strategy is helpful for restructuring the operational and service area when the new health care program is launched. Considering the case of the Cabarrus Memorial Hospital, it should be emphasized that this strategy may be regarded as an additional guide for resolving the issues mentioned in the Changes in the Service Area paragraph. Nevertheless, the overall operational principle, accepted by the hospital administration will not be changed, and there will be no need to restructure managerial and service strategies. Another strategic managerial approach that should be considered is associated with servicing the patients. As it is emphasized by Courtney (2008), the patients’ satisfaction is often regarded as an indicator of the overall hospital performance and care. Therefore, implementing the new program, the CMH will have to make special emphasis on the matters of patients’ satisfaction. Nevertheless, in order to gain the maximum effectiveness of the patient-oriented strategy, the CMH will have to unite it with the approaches of the Analyzer strategic pattern (Scharer, 2005). Therefore, this pattern is closely associated with searching the most optimal innovations concerning the health care in general, as well as heart surgery in particular. In accordance with the case study description, the new program does not require additional financial investments, and is planned to be compensated during the year 2. Nevertheless, any additional external factor is not considered. Therefore, the hospital administration will have to consider studying innovative practices, health care reform projects, as well as legislative base that can change the overall principle of the surgery programs. Conclusion The launch of the open heart surgery program in the Cabarrus Memorial Hospital is closely associated with the key strategic aspects, such as amending the hospital mission, restructuring the financial resources, reviewing the competitive issues, as well as considering some alternative strategies for starting the program. Nevertheless, there is a need to consider the key operational aspect – efficiency of the program, as well as patients’ satisfaction. These crucial decisive factors need to be considered. Reference List Brown, M. P., & Fink, R. L. (2012). Human Resource in Health Care: Strategic, Cost, and Technical Considerations. Southern Business Review, 37(1), 51 Courtney, R. (2008). Strategic Management for Voluntary Nonprofit Organizations. London: Routledge. Scharer, L. K. (2005). Health Care Policy, Performance and Finance Strategic Issues in Health Care Management. Care Management Journals, 6(1), 39 Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2008). Strategic management of health care organizations (6th ed.). San Francisco, CA: Jossey-Bass. Read More