Problem Solving Process - Case Study Example

Problem Solving Process Case 6: Riviera Medical Centre1. a. List the facts of the case The case is about Riviera medical Centre which was started in the 1980s. The hospital CEO is Alex Harrington. The center is 350 bed acute Hospital with its headquarters in Northern California. 1. b. Identify and diagnose the main problem The CEO of the company wants to improve the image of the company both to the employees and the general public. To do so he lists some proposes which he intends to take to the Board of Governors to seek their approval. He proposes the following: provision of high quality health care services, provision health assessments to employees with chronic diseases and improving the marketing strategy. 2. a. Develop and explain in detail three creative alternatives The Hospital should engage in community activities such as volunteer activities. The Hospital should also charge its clients less money as compared to the competitors and finally the Hospital should its communicate to the community around about its improved services. 3. a. Evaluate in detail the three alternative solutions When a company involves its self to the volunteer services to the community, it improves its image. By charging fair prices without compromising the quality, the Hospital would improve its public image. When the hospital communicates its services and products, it attracts public who after testing improves the image of the company. 4a. Choose one alternative solution I would recommend involvement of the company in community volunteer activities. 4b. Explain in detail why you chose this alternative solution over the other two It is easy to execute and does not require a lot of resources. 5a. Explain in detail how you would implement the decision I would implement the decision by conducting a survey on the pressing issue in the society and then plan how to execute the activity. 5b. How to evaluate the results I would evaluate the results through getting the feedback from the community. 6. Repeat the process if necessary There is no need of repeating the process 6a. Explain how you would determine if you needed to repeat the process allover I would repeat the process if the alternative solution does not realize good results. Case 13: The Day After 1a. List the facts of the case The case is about Charlie Jones who had been terminated from Riley Memorial Hospital where he served as a CEO. One day after being laid off, Charlie Jones contemplates about the events which led to his termination. 1b. Identify and diagnose the main problem The main problem in the case is the laying off the hospital CEO, Charlie Jones after he could not get along well with medical staff. Charlie Jones considered going for advice from an outside attorney about the issue or talking with Russ Adams about the votes. 2a. Develop and explain in detail three creative alternatives The alternative solutions would be, talking to a close friend about the issue, asking for apology from the Company president and the last alternative, he would have sought advice before the problem grew bigger from the attorney. 3a. Evaluate in detail the three alternative solutions Seeking for forgiveness would have enabled the management to know the cause of the problem, seeking advice from a close friend would have made Jones to make the right decision. If he had sought advice before things got worse, it would have saved the situation. 4a. Choose one alternative solution The CEO would have sought advice before the things got worse. 4b. Explain in detail why you chose this alternative solution over the other two This would have helped him solve the problem before the things got out of his hand. If he had sought advice before, he would have retained his job. 5a. Explain in detail how you would implement the decision I would implement the decision through booking an appointment with the attorney and explaining to him everything that has happened. 5b. Explain in detail how you would evaluate the results of the decision I would evaluate through the feedback I would get from the opposing medical staff. 6. Repeat the process if necessary There is no need of repeating the process 6a. Explain how you would determine if you needed to repeat the process all over I would determine whether to repeat the process if the solutions fails to work or bear good fruits. Case 19: The ER that became the Emergency 1a. List the facts of the case The case is about Community Memorial Hospital whose CEO was Ralph Peterson and Bill Coffman was the Chief Financial Officer. 1b. Identify and diagnose the main problem The main problem was how the Hospital was to get funds in order to deal with medically indigent patients. The CEO talked to Jim Harding (CEO City Hospital) about the matter the issue without success. Ralph called a meeting with couple of the city commissioners he knew for advice. 2a. Develop and explain three creative solutions I would suggest the CEO seek for grants from the government, the CEO should also assistant from the nongovernmental organizations, and finally the CEO should organize charitable activities. 3a. Evaluate in detail the three creative solutions By seeking assistant from the nongovernmental organizations, seeking help from the government and organizing charitable activities, the hospital can get funds to cater for its activities. 4a. Choose one alternative solution I would propose the CEO to seek assist from the government. 4b. Explain in detail why you chose this alternative solution The solution is the best since no extra costs would be incurred in executing it. 5a. How I would implement the decision I would approach the ministry for public health and request an appointment with the relevant personnel. 5b. How to evaluate the results of the decision I would ask for the management opinion about the decision. 6. Repeat the process if necessary There is no need of repeating the process 6a. How to determine whether to repeat the process all over I would determine whether to repeat the process after getting the results of the solutions. References Jonathan S. Rakich (2004). Cases in Health Services Management. Baltimore: Health Professional Press. Read More