Shouldice Hospital Case Study - Essay Example

Shouldice Hospital Case Study Management is the process of incorporating things together for efficient and smooth running of an organization or institution. Management is classified as a factor of production since it involves incorporating the resources of an organization together to achieve the goals and objectives of the organization. Management is a concept that involves planning, leading as well as staffing an organization in a way that makes the organization to be positioned to achieve the set goals and objectives.

Hospital management is rather a new concept of management. In previous years, a lead doctor in a hospital used to perform the duties of the hospital manager. However, with the emergence of specialty hospitals and the need to professionalize the activities in the hospital the concept of hospital management emerged. Shouldice Hospital presents a classic example of a case study of this concept of hospital management. Shouldice Hospital is a specialty hospital in Canada dealing with hernia repair.

Over the past years, the 90 bed capacity hospital has experienced immense success recording over 7,000 patients being treated at the hospital. However, a number of notable features attribute to this success. First, the hospital has a policy of admitting patients who only have uncomplicated external hernias and uses the best technology developed by Dr. Sholdice to treat the patients. Secondly, patients are subjected to early ambulation that promotes healing during the three-day stay at the hospital.

Thirdly, the hospitals inbuilt structures and the welcoming nursing staff, as well as the activities incorporated for patients, provides the patients with a pleasant environment to recover. Regular times are set for eating, drinking and socializing with the patients. The patients are also paired with a roommate who has similar interests and traits. The hospital has a well-structured production system detailing the process from when a patient is admitted to the hospital for the three days period at the hospital.

The production system is well managed with 12 full-time surgeons who conduct 150 operations per week from Monday to Friday. The Shouldice experience brings out a picture that extends beyond health care and manufacturing into production and manufacturing. During the three-day stay at the hospital, every aspect is geared towards customer satisfaction that is the key element to any management organization. Harvey (2010) credits Sholdice success to its ability to identify its market segment.

Through, the hospital can give its customers a quality service experience that they did not expect by building every aspect of the hospital towards its market segment of hernia repair. On their part, Frances and Morriss (2012) credit the success of Sholdice to its old engraved culture. Shouldice Hospital believes in a culture where the recovery of a patient is held to be fast, active and social. Any business has to have its culture that enables the management of the business achieves the goals of the business while sticking to the businesss culture.

Shouldice Hospital case study offers a well-organized management structure to train any future manager. The model at the hospital that is geared towards its patients gives a customer satisfaction and gives Shouldice hospital a competitive edge. Every business organization should also have a culture that is geared towards its customers and goals. References Harvey, J. (2010). Complex service delivery processes: Strategy to operations. Milwaukee, Wis: ASQ Quality Press. Frei, F., & Morriss, A. (2012). Uncommon service: How to win by putting customers at the core of your business.

Boston, Mass : Harvard Business Review Press