Riverview Regional Medical Center - Case Study Example

     Riverview Regional Medical Center Question 1 Riverview Regional Medical Center has employed almost seven hundred individuals that consist of six stakeholder groups. They include clerical staff, housekeeping staff, nurses, medical laboratory technicians, physicians, and patients. The clerical staff has a number of responsibilities and duties in different areas of the center, for example, hospital offices and physician’s offices. Moreover, clerical staff is also engaged in collecting insurance information, billing, and scheduling. RRMC’s clerical staff type documents, offer customer service, answer telephones, and utilize computers. Housekeeping staff have the responsibility of maintaining and cleaning Riverview Regional Medical Center. The center largely depends on housekeepers to undertake their duties in a diligent manner. Riverview Regional Medical Center nurses concentrate on the care of communities, families, and individuals so that they can have, recover, or maintain optimal quality of life and health (Duncan, Ginter & Swayne, 1995). Medical laboratory technicians in the center perform microscopic, chemical, immunologic, diagnostic, and hematological diagnostic examinations on body fluids, for example, stool, blood, synovial fluid, sputum, urine, among others. Riverview Regional Medical Center physicians promote, restore, or maintain the people’s health through the examination, diagnosis, and cure of impairments, injury, or disease. The final stakeholder group of Riverview Regional Medical Center is the patients. These are the beneficiary of healthcare products and services (Duncan, Ginter & Swayne, 1995). These people receive an array of health care services, for example, heart burn treatment, emergency services, and treatment of heart diseases. Question 2 The target market of Riverview Regional Medical Center is members of the community who need emergency services and suffer from various impairments, for example, heartburn and cardiovascular diseases. Riverview Regional Medical Center has a Heart and Vascular Center, Emergency Department, Heartburn Treatment center, which utilize the Nurse first program, scheduling program, and MedKey program. The Heart and Vascular Center is charged with the responsibility of dealing with patients who suffer from heart and cardiovascular diseases. The Heartburn treatment center employs a nurse manager which is fairly identical to the management program utilized in the Emergency department. One of the investigative practices includes the monitoring of PH levels with the Bravo capsule. This is aimed at probable clients. The Nurse first program lays emphasis on the responsibility of Riverview Regional Medical Center dedication to patient treatment. In the center’s emergency department, the first individual a patient has an encounter with is a nurse. There are no workers from the registration unit of Riverview Regional Medical Center (Duncan, Ginter & Swayne, 2005). In addition, the emergency department employs a computerized protocol program authenticated by the physicians in the emergency room that assist in the triage of clients. This is aimed at the physicians. The scheduling program tries to ease the process of admission for physicians. The aim of the admitting physician is to utilize a specified number at Riverview Regional Medical Center where members of the staff can make meetings with all departments of the center for surgery planning, anesthesia, preadmission testing, among other services. Finally, the Medkey program utilizes computer technology so as to restructure the admission and registration of patients. This program utilizes the database of patients to enhance Riverview Regional Medical Center. The center’s market strategy contains several gaps. First, only people who are members of the Medkey program can receive rewards and incentives through additional services and discounts. Two, the center’s marketing endeavors are towards enlisting probable distinctive members and employer-group associations (Duncan, Ginter & Swayne, 2005). The center should incorporate all individuals in the community so that they can fill as part of the facility. Third, programs, for example, the Nurse first program, should also concentrate on prevention instead of over relying on patient treatment. Nonetheless, all the programs are intended to provide adequate health care for patients. Question 3 Riverview Regional Medical Center may develop medical educational services. The center should utilize its existing resources, for example, Heart and Vascular Center, Emergency Department, and Heartburn Treatment center for training and research services. In addition, these centers may be utilized as areas for instruction and research for both the instructors and medical learners. The center should introduce dial-a-pharmacy services. This product will permit a pharmacy team associate to call a pharmacist in another region so as to provide treatment to patients who are diverse. This service has extremely progressive capacities which allow pharmacy staff to concentrate on patient treatment instead of pharmacy logistics. Riverview Regional Medical Center may develop a consultation application product (Duncan, Ginter & Swayne, 2005). This product will help the center consult their patients. The product records a database of patient information and restructures duties, for example, consultation and diagnosis. Riverview Regional Medical Center should build on the emergency department to develop an Intensive Care Unit. The Intensive Care Unit will serve patients with the most critical illnesses and injuries, a large number of which are life frightening and require continuous support and assessment from medication and specialist equipment so as to preserve normal bodily functions. The center should utilize its critical care nurses and highly qualified doctors so that they can care for the extremely ill patients. Patients who are admitted in the emergency department may be moved to the Intensive Care Unit if they need continuous scrutiny, or if the patient faces the danger of additional complications. Finally, Riverview Regional Medical Center should introduce radiology and imaging services (Duncan, Ginter & Swayne, 2005). The experienced and highly trained physicians and medical laboratory technicians will conduct and translate all imaging processes with complete accuracy. Question 4 Riverview Regional Medical Center should strengthen and advance a number of services to manage out relocation from the central area of service. First, should promote the emergency department. The current emergency department contains eighteen patient rooms dedicated to the treatment of patients. The rooms also contain monitoring abilities that comprise temperature, hardwire and telemetry electrocardiograms, noninvasive arterial blood gases, respiratory rate, noninvasive arterial blood gases. Nevertheless, the center should increase the number of rooms with additional monitoring capabilities. The emergency department should also be installed with advanced ultrasound imaging units, and fully furnished laboratory so as to admit additional numbers of patients that require emergency services. The heart and vascular services should be advanced. It contains 9 beds to serve the catheterization laboratories and 7 beds used for 23 hours (Duncan, Ginter & Swayne, 2005). The center should add another catheterization and increase the number of beds and the time for use. Additionally, the heart surgery suite should be incorporated in the same room. In addition, one of the center’s diagnostic processes incorporates pH examination with the use of the Bravo capsule8 if there is need for surgery. Nevertheless, the developer of the capsule has not been able to meet the demand. Therefore, Riverview Regional Medical Center should identify a manufacturer who can supply the required amount of capsules so as to meet the demands of the patients. Also, the center’s women’s Pavilion was closed in 2003. The section was losing funds because of its failure to secure the large capacity of births in the region and alterations in compensations associated to unequal share finances. The closure of this section signified that the center was experiencing financial difficulties (Duncan, Ginter & Swayne, 2005). Therefore, Riverview Regional Medical Center should reintroduce the services that were being offered by the Women’s Pavilion. Also, the center should increase the number of services under this program so as to deal with the large number of births in the area. All these advancements will enhance patient satisfaction. Question 5 Riverview Regional Medical Center should address a number of issues to rectify its image in the community. First, the center should make the clients aware of the services they offer, for example, Heart and Vascular services, Emergency services, and Heartburn Treatment, among others. This will give the staff an opportunity to educate the community on the services and the benefits attached to them. Consequently, there will be a positive response from the community. Second, Riverview Regional Medical Center should conduct an evaluation. This will help it have information on both the positive and negative aspects. It will also give details on where the prospects for improvements lie. This may help in developing better services that will efficiently assist the community. Third, the center should concentrate the entire image fix efforts with the patients and community in consideration. All the changes should be favoring the community on the basis of their needs (Duncan, Ginter & Swayne, 2005). The customer service will play a significant part in this process. Question 6 Mr. Hayes can do a number of things to enhance the relation with the staff. First, he can attempt to comprehend the needs of the medical staff. Listening is the most imperative leadership technique that can be employed when there is need to align concerns. Second, Mr. Hayes can promote talks that are inclusive. Riverview Regional Medical Center’s staff needs to utilize participatory or transformational form of leadership to communicate with one another, instead of the domineering form utilized in numerous areas. Third, Mr. Hayes can facilitate align incentives. He should devise novel ways to motivate medical staff to take part in effective programs and initiatives. Finally, he should employ employee appreciation. This will show the medical staff that he realizes the significant roles they play (Duncan, Ginter & Swayne, 2005). These will promote his relationship with the medical staff. References Duncan, W. J., Ginter, P. M., & Swayne, L. E. (1995). Strategic management of health care organizations (2nd ed.). Massachusetts: Blackwell Publishers. Duncan, W. J., Ginter, P. M., & Swayne, L. E. (2005). Strategic management of health care organizations (5th ed.). Massachusetts: Blackwell Publishers. Read More