Mhc - Case Study

Topics: Training, Skill, Management Pages: 10 (2702 words) Published: August 22, 2013
Chapter 2

Describe MHC’s strategy in terms of market position. Also, identify the type external environment MHC is operating in and the degree to which the strategy matched the environment.

MHC focused on providing care to the indigent and less able members of the community. It was reasonably successful until 1989, when the health care industry began to experience considerable change in governmental regulations and insurance procedures. At the time of their strategic planning, hospitals were reimbursed on the basis of a preset, standardized price for treatment rather than the "cost-plus" method used previously. The federal and state governments were putting increasing pressure on health care institutions to reduce costs. In addition, new medical technologies and procedures being developed were expensive to acquire and implement. MHC recently acquired subsidiary corporations to develop or acquire new procedures and technologies. The subsidiaries were to work in partnership with the regions to implement new procedures and technologies.

Identify the type of structure MHC currently uses in its primary businesses. Describe the fit between the structure and the competitive strategy. Describe any structural adjustments MHC should make to maximize the effectiveness of the strategy.

At the time of their strategic planning, hospitals were reimbursed on the basis of a preset, standardized price for treatment rather than the "cost-plus" method used previously. The federal and state governments were putting increasing pressure on health care institutions to reduce costs. In addition, new medical technologies and procedures being developed were expensive to acquire and implement. MHC recently acquired subsidiary corporations to develop or acquire new procedures and technologies. The subsidiaries were to work in partnership with the regions to implement new procedures and technologies.

Identify any areas where current management KSA’s are not aligned with effective implementation of the competitive strategy.

The knowledge of how to successful compete in a new market that requires cutting costs without producing a lower quality product is not held by each employee. This is a good starting point for HRD to start its education piece in rolling out this new initiative. On the other hand the employees may hold the knowledge about how to achieve the goal but may lack the skill set to implement the knowledge in a beneficial manor. This would be the next level of training. 

Chapter 3

1. Why do you think Rick was let go? How does reinforcement theory apply to this situation? Rick was let go because he was not able to adapt to change and did not have any backup from other managers. RT suggests that Rick needed to be concerned about the consequences of implementing a new way of doing the job.

2. Explain Rosie and Walter’s reaction to Rick’s computer in terms of resistance to change. How might Rick have used the concepts in this chapter to approach the computer situation so as to gain acceptance?

3. Explain Rick’s inability to “fit in,” using social theory learning. Where did breakdowns in his processing occur?

4. If Val hired you to develop a management training program for the senior managers at PPP, how would you go about designing the program? Provide appropriate theoretical rationale to support your position. Do you agree with Fred’s choice? Why? I would provide Val with a needs analysis to assess what KSA are needed. From that, I would address the following issues; an understanding of context, self-awareness and diagnostic skills, and managerial personal analysis, and clarification of the organization’s situation and how the training program relates to these things. This model suggests that the key to effective management is to understand the context in which they operate.

5. What else might Fred do before choosing a training package? Describe your approach in some detail.

6. If training went...
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