Medical Case Scenarios

Description of Case This case is about a clinical department manager who has successfully brought a failing department to a department that is very efficient. The manager has used her skills to help improve satisfaction among the patients, families, nurses, and physician satisfaction. She has also found ways to increase patient volume and finances. This manager made such an impact that she was promoted to administrator of one of the hospitals suites. When she arrives at her new job she realizes that some of the things she did to improve things at her old job would also help in this area of the hospital. She decides to talk to the staff about this and the staff is reluctant to change. They feel that things are going great in their area so
The administrator would have to convince the employees that what they do will make things even better and might make the work arena an even better and happier place to work. The administrator should involve and engage the employees by having them come up with ways to make their work processes more efficient, regardless if they think they are already doing fine. She needs to show that anything they do to improve is her areas are not only going to help the patient but could help the organization as a whole and might aide in saving jobs if finances are not that good. She also needs to explain to the staff that they have a moral obligation to the patients and society to produce quality sustainable healthcare and that means making changes once in a while. “A healthcare’s organizational obligation to engage in QI derives from its moral obligation to achieve the societal values for healthcare; fulfilling of the moral obligation by an organization is substantially dependent on the organizations leaders and mangers” (Filerman, Mills, & Schyve, 2014). To get the employees on board she needs to make sure she is communicating effectively, educate the employees, provide resources to conduct activities and reward those who are on board (Filerman, Mills, & Schyve,
“Only the leaders and managers of an organization can shape a sustainable QI culture in the organization” (Filerman, Mills, & Schyve, 2014). The administrator should tell the employees that regardless of what they think they are going to be doing QI projects; then ask for volunteers. If no one volunteers then she should assign certain people to work on projects and tell them that these are goals she is putting in place and that this will also influence their yearly evaluations. If the employees know that this will affect them personally then they may be on board to really make a difference and help with the QI projects. She needs to let the employees know that this is part of their job and “engaging in QI is not only the right thing to do ethically, it is in the interest of the healthcare organization and the organization’s leaders and managers themselves” (Filerman, Mills, & Schyve,