whose hospital? a case study of brendan hospital meagan bailey lori clark lori reau jessica rush...
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Whose Hospital?A Case Study of Brendan Hospital
Meagan Bailey
Lori Clark
Lori Reau
Jessica Rush
Chris Sargent
Brendan Hospital Hierarchy Board of Trustees President CEO Directors and Associate Directors Managers and Supervisors Staff
Initial Problem CEO turnover rate Current CEO lasted 18 months What is causing this? Who is causing this?
Accountability According to the Oxford Dictionary, accountable is
defined as: (of a person, organization, or institution) required or expected to justify actions or decisions; responsible (2010).
Examples: Work, family, friends, choices, actions How does accountability work?
The Hospital Staff Accountable to their patients Also accountable
to their supervisors
managers
Supervisors and Managers Accountable to the Department
Heads/Directors (including associate)
Department Heads Accountable to the CEO
CEO Accountable to the Board of Trustees The buck stops here
Implementation If morale and bad attitudes over workplace
decisions are a constant problem at the hospital, the responsibility rests in the CEO’s hands to ensure the chosen management staff rectify those issues at a department level or face replacement.
The Board of Trustees 18 Members Only seven of the members has president or vice
president experience in running an organization Goals but not measurable Gave the CEO good evaluation for finances, but
no action plan to improve morale. Not educated in what the Hospital stood for.
The Management and Staff Autocratically Directed (Managed) Distrust in Board of Trustees Performing with open resentment Did not agree with the hiring of Wherry as CEO Did not see the necessity of change Devalued
CEO Don Wherry Harvard Business Grad Autocratic/Task Oriented Leadership Strengths
Improve Financial Situations Focused on finance, expansion and fundraising.
Leadership Weakness Did not build consensus with board, staff, or management team. Improved morale, quality of care and accountability minor
priorities. Lacked Emotional Intelligence Lacked Follow through and transparency
Tony DeFalcoPresident of the Board
Lived in Lockhart all his life Shared the same burdens as Wherry Communicated hospital’s problems with
community Fundraised Fair Judged Wherry based upon his word
SWOT Analysis
StrengthsMade Decisions confidentlyHeavy task OrientedFinancials S W
WeaknessesLack of accountability by the board, CEO and organizationBoard not educated in hospital protocolStaff members bandwagon tactics to communicateLack of teamwork throughout the organization
OpportunitiesFocused on financials & fundraisingEmotional IntelligenceNew CEONew Board Members
O TThreatsFiring CEO because morale is lowMore manager than leadership people in main positionsDivisions of hospital “running” hospital when they shouldn’t beRepetitious Cycles
Recommendations Board become more educated Funding with Fundraisers New Board of Trustees New CEO Better communication between staff,
management, board, and CEO
Conclusion Dissonance within the Hospital Lack of accountability and trust within
Hospital Ignoring the reality of the emotions,
leadership lost the emotional control of the Hospital