Strategic delimma, the quality improvement , equal work load and quality and patient safety - Case Study Example

Case Study: Management Case Study Quality Improvement Poor attendance at Jeff’s first team formation meeting can be attributed tomany factors. One key factors include communication and trust. Guests did not attend the meeting because they did trust in the mission of the project and there was little trust between Jeff and the would be’ members of the team. The best advice to Jeff with regard to team formation is that he should take his time to identify people within the organization who share in the same visor and trust each other enough to form a successful team.

Jeff can ensure the team formed is engaged throughout the project by striving to build trust among team members through team building, strengthening interpersonal relationships and motivating team members by recognizing their contribution to the team (Allio, 2006).I order to get the team underway, Jeff should personally communicate with the expected team members and discuss with them the mission and objectives of the project for them to buy in. After that, he should organize another meeting where they will discuss in detail about the project and progress working on the project with interested members.

Case Study 2: Equal WorkloadThe committee could have avoided the last minute rush on its project thereby avoiding the conflict on the deadline day of the project. The workload could have been managed easily through cooperation taking in to account the request by one of the team members to be absent for some time at a crucial stage in the project. The committee could work a little bit harder and faster to avoid this scenario.AT the very beginning of the committee’s life, the leader should have come up with a detailed pan on how the workload will be managed.

This plan would take in to account significant issues such as the departure by some members at crucial points in the project, including Mariana’s request.The team should include Mariana’s name on the report because of the contribution she has made so far and her desire to do more work to cater for her time off. It was not Marian’s choice to quit the committee at such a point since it was a leadership failure to plan for her absence despite being forewarned.Kyle should reorganize the remaining members in the committee and device a plan for working out the remaining part of the project without Mariana’s contribution.

This will facilitate completion of the project within the desired time despite encountering planning problems in the initial strategy of the project.Strategic dilemma Case StudyIn order to foster strategic thinking in this situation, I will devise an action plan with details of how to utilize available resources efficiently, source for more resources and clear vision with a birth short term and long term objectives.This strategic thinking action plan can only be effective if other key stakeholders are involved in the change process.

These include the management team and other employees of the hospital. All key stakeholders will be invited to submit their opinions about how they wish the hospital to prosper. Each member of the team will also contribute to the decision making process by offering unique viewpoints.The plan will have both short term and long-term objectives. Short-term objectives will be achieved within 90 days and 6 months while long-term objectives will be initiates after the first year. In the first 90 days, this plan will involve improving staff turnover rate, increasing employee morale, and getting support from the community through great Community Social Responsibility Programs.

Within the first six months, the plan will deal with include increasing patient census, sourcing for more funds to finance key initiatives in the hospital and improve service delivery (Allio, 2006). In the first one year, I will seek to increase the number of employees and make the hospital a profit making organization.Among the various strategic options considered to improve this hospital, include improved human resource management, use of technology, collaboration with other providers of healthcare, profit making, and client management.

While all these options are good for the organization, the situation in which the hospital finds itself in requires very quick solution to be rescued. The rescue plan will be based on a good human resource management strategy and collaboration with other stakeholders in healthcare.Progress in the development of the company will be measured analyzed based on metrics such as improved staff turnover, improved service delivery, and an increase in the number of patients.Opposition from different individuals and organizations including conservative employees who may be opposed to organizational change, community leaders, and competitors can hinder successful implementation of this strategic plan (Allio, 2006).

Support for the plan can come from the government, and the community. This is because improved performance of the hospital will benefit the society and will be in harmony with the government’s health policyMost Effective Strategy for ongoing Quality ImprovementThe best strategy to improve quality in the organization is conducting rounds to assess the level of performance of employees in the clinic. This will help the management find out loopholes in their operations and discuss them in monthly meetings to determine ways of preventing laxity.

Other additional roundsThe QPS should also conduct spontaneous checks on their employees to find out their level of performance. This will help them to discover the best and worst performing employees and devise strategies to deal with such situations in the future.Other Measures for assessing quality and Patient Safety at St. Francis Medical CenterQuality in the health facility can be accessed through other ways such as evaluating the effectiveness of technology or any other medicine in protecting patients.

ReferencesAllio, R. J. (2006). Strategic Thinking: The ten Big Ideas. Strategy and Leadership, 34 (4) 4-13.