Case Study

First of all, the CEO’s must work together and not leave it up to one sole person. They must come up with ways to solve the main problem. After this problem is solved, they must go back and determine whether or not all the underlying problems were solved by implementing this one decision. By changing the mission statement to a more clear and concise one, the staff’s actions will change. The problem of communications will be solved because that is mainly what the problem is to begin with. The CEO stated that he felt that everyone was in the same boat, but they were rowing different directions or not rowing at all. By making this mission statement clear to all, those communications (the rowing) would all be in the same direction.
The ethical problems are a little more difficult to solve immediately. It would be best if management could give each potential employee a test (before a hire date is set) to see if what the employee deems ethical is what the hospital deems ethical. This would at least make sure that every staff member from this point on would be on the same page as the hospital and not be inclined to make any decisions that wouldn’t be agreeable with the hospital.
By changing the mission statement, the hospital’s current staff would from then on know and understand what the hospital considers ethical. If the employee does not agree with the hospital, they can be transferred and/or abide by the hospitals criteria for what makes an action ethical until they can find a different place to work; one which does coincide with their ethical values.
The hospital’s organizational structure would also change with the implementation of the new mission statement. The staff is going to have to work more together and as a team to be able to stay in the same boat and row the same direction. There will have to be many leaders and little or no followers. Each section of the hospital and each group of positions (doctors, nurses, clerks, etc.) should be on one team. The... [continues]

Read full essay