HCM-415 Module 1 Journal.docx

1-2 Journal: Case Study Selection Marttha Kikanshemeza Healthcare Department SNHU HCM-415 Healthcare Strategic Management & Policy Dr. Don Nowill. 10/25/2023.

Case Study Selection. For this project, I have chosen to work with the Huntington Hospital (HH) case study. HH is a 625-bed non-profit regional medical center and in 2012, it was named among the top- performing hospitals. Also in 2012, Kim Markey was hired as the executive director of the revenue cycle to change the direction especially in the business services office with a strategic approach. (Ginter et al, 2015). For Markey to achieve her long-term vision of re-examining the revenue cycle and the hospital’s processes for it to become a better performer, she needed to evaluate the procedures and processes used in all stages of the revenue cycle. There are six steps used to analyze the healthcare environment and these are; organizing an external analysis process, scanning the healthcare system, service areas and general environment, monitoring and confirming external issues, forecast the external issues, asses the external issues, and finally, complete an issue map. Each step explanation. Organizing an external analysis process involves identifying the changes happening outside HH like the general environment, the overall healthcare system and other service areas because these changes have impacts on the medical center. In this case, Markey followed the 80/20 rule, where 80% of the money reside in 20% of the patient accounts to get the AR days down. The second step’s focus was to and remove barriers for patients within the healthcare system and general environment and evolve the mindset of her department for them to better understand what was going on. Markey wanted to implement the right changes to the department and so she remained observant and thoughtful of the staff.

In the third step, which is monitoring and confirming external issues that are contributing to the high metrics, Markey identified issues like lack of proper communication within the department, low morale and even some tension and restrictions from upper management. The staff mentioned that they did not feel comfortable bringing issues to their managers as they would not get resolved. Armine Kalanjian, who was a biller/collector for the Medicare group who had been at HH for 8 years “talked about how morale was low and the atmosphere was tense and stressful.” (Ginter et al, 2015). The fourth step (forecasting external issues) involves processes of extending the external issues of the organization. In this case, Markey had to identify and develop alternative projections that will improve the current issues such communications amongst staff and management, reduce stress and tense work environment and increase morale, all of which would improve their overall performance. Step five involves assessing the external issues by evaluating not only their significance, but also their impact on the organization. Identifying areas of improvement through an internal analysis will not only develop Markey’s vision but will also support the organization’s mission and assist in the strategic development of the business services office. Markey made efforts to communicate with all the staff in the department, all while maintaining an open-door policy because she wanted the communication to be more transparent. According to Ginter et al (2015), she also walked through the office observing the people’s work and listening to them as they voiced their concerns.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Lastly, the sixth step involves completing the strategic thinking mad for HH which will show all efficient and effective ways to improve the operational functions of the organization and inspire more strategic ways. Strategy maps elevate important conversations about what changes the organization must make for continued success and ensure long-term expansion. Strategic thinking framework. The strategic thinking framework that would be best for handling the issue at HH is the Delphi Method. This method involves a process of surveying different employees by using questionnaires and recording all the responses received after each survey round. These results are then analyzed and used to make an informed group decision. Ginter et al (2015) mentions that this method is a practical and useful approach when analyzing external data and identifying issues. The method is particularly essential to healthcare leaders when they need to understanding external issues. Markey can implement this method in collecting the staff’s feedback and using that information to influence the strategic improvement of HH’s business services department.

References: Drabkin, D. & Soule, S. PHD. (2015, July 15). Huntington Hospital (A): Empowering Staff. Stanford Business. Case: OB-91(A). Retrieved from https://bcs.wiley.com/he-bcs/Books? action=mininav&bcsId=11121&itemId=1119349702&assetId=450390&resourceId=4394 1&newwindow=true Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The Strategic Management of Health Care Organizations (8 th Ed.). Hoboken, NJ: Wiley. ISBN: 978-1-119-34970-9

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help