Montefiore Medical Center
HEALTH SERVICES OPERATIONS MANAGEMENT.
CLASS 6500:482/582:801
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MONTEFIORE MEDICAL CENTER CASE ANALYSIS - 01/31/2013
1- Why does Elaine Brennan need to develop a new strategy now?
A great manager will be the one who is able to examine the environment, determine opportunities and threats, plan accordingly, implement the plans and evaluate the results of his planning on frequent basis to add more value to what his/her organization is built to accomplish. Elaine Brennan needs to develop a new strategy now because according to the Systems Look at Healthcare, a merger has happened between two facilities each of which provide a different level of care. Each of these facilities was 4 miles away from each other, and both of these facilities’ staff members were operating in silos. Since Montefiore agreed to operate Einstein’s patient-care facility back in 1963, its scope of coverage increased to about 1.2 million residents, 65% of which are minority populations. Montefiore had 16+ competitors in the Bronx area, a condition that led to lower scores at the national level, together with lower compensation levels for employees, unsatisfied patients, amounting to a budget deficit of about $57 million dollars in 1995.
Even with the consolidation of the two health care facilities, still there are certain disadvantages that need to be taken care of. There will be fewer workforces to provide for the desired level of care after downsizing. With that on hand, more responsibilities will be granted at the expense of enjoying the usual authority level granted to staff.
One final challenge that will add to the necessity of formulating a new strategy for Montefiore medical center is related to the concept of organizational change and the leadership styles needed to support that organizational change.
Level | Target Parameter | Pressing Matters (Needs) | D: Environment. | 1- Competition.2- Regulations.3- Demographics.4-
CLASS 6500:482/582:801
-------------------------------------------------
MONTEFIORE MEDICAL CENTER CASE ANALYSIS - 01/31/2013
1- Why does Elaine Brennan need to develop a new strategy now?
A great manager will be the one who is able to examine the environment, determine opportunities and threats, plan accordingly, implement the plans and evaluate the results of his planning on frequent basis to add more value to what his/her organization is built to accomplish. Elaine Brennan needs to develop a new strategy now because according to the Systems Look at Healthcare, a merger has happened between two facilities each of which provide a different level of care. Each of these facilities was 4 miles away from each other, and both of these facilities’ staff members were operating in silos. Since Montefiore agreed to operate Einstein’s patient-care facility back in 1963, its scope of coverage increased to about 1.2 million residents, 65% of which are minority populations. Montefiore had 16+ competitors in the Bronx area, a condition that led to lower scores at the national level, together with lower compensation levels for employees, unsatisfied patients, amounting to a budget deficit of about $57 million dollars in 1995.
Even with the consolidation of the two health care facilities, still there are certain disadvantages that need to be taken care of. There will be fewer workforces to provide for the desired level of care after downsizing. With that on hand, more responsibilities will be granted at the expense of enjoying the usual authority level granted to staff.
One final challenge that will add to the necessity of formulating a new strategy for Montefiore medical center is related to the concept of organizational change and the leadership styles needed to support that organizational change.
Level | Target Parameter | Pressing Matters (Needs) | D: Environment. | 1- Competition.2- Regulations.3- Demographics.4-