Hill Side HospitalPhysician Led Planning Part A The Ceo’s Dilemma Case Study Help
Implementation of the Medical Advisory Panel (MAP)
The implementation of the Medical Advisory Panel (MAP) at Hillside will provide a formatted process to the employees working in the hospital, which will acknowledge them about their roles and engage them in the identification of problems in the hospitals, and encouragethem to find out the solution, which they might consider as the best one to be influenced with. In this Medical Advisory Panel (MAP), the role of the Chief Executive Officer (CEO) was limited to the hiring of two co-chair physician, who would bethe responsible person for the determination of his own membership and agenda.
Hospital has many opportunities, such as: to improve the health care facilitation system, and increase the competition in the market and recapture the market share. It has a big advantage that it is located near a large population and it could leverage its position and increase the number of physicians by partnering them and allowing them to be involved in making a decision, because they know the problem better than the management itself. Therefore, the hospital also has the opportunity to get a better payoff by recapturing the market share by expanding its quality of services, and operations.
In addition to this, the MAP will be asked at every clinical section in the hospital to prepare for the presentation, which will be represented in front of MAP members. This presentation describes the current situation of each section and the level of their activities in order to set back the priorities for each clinical section, which will be based on the criteria that have been developed by the MAP. The presentation from each clinical section to the MAP members must be based on in written and orally.
In addition, there were no measuring performance standards until now upon which the performance of the doctors could be measured and appreciated. There should have been a performance evaluation criterion in the hospital, which could encourage the doctors to adopt the change, which will ultimately increase the efficiency level of the doctors.
Benefits and Risk for Implementing MAP Approach
The management control process of the hospital is efficient due to which the doctors and physicians of the hospital are facing a number of problems i.e. lack of communication between the doctors and they do not get any advice in case of an urgency. Due to an ineffective management, the control process the hospital is also facing the reduction in the market share. In order to resolve these problems, the trust would try to implement the MAP.
On the basis of analysis, it is recommended that Bill should move forward with the Medical Advisory Panel (MAP). This would allow the hospital to improve its market share and the communication between the employees of the trust. Furthermore, by the implementation of the MAP, the hospital would be able to solve the problem effectively, which will be faced by the employees of the hospital i.e. physicians under the supervision of the advisory panel. The physicians and the advisory panel would sit together and find a solution of the problem through the engagement of the employees of the trust. In this way, the hospital would enable itself to generate the best solution of the problem. By the implementation of the MAP, the performance of the trust would be increased that would enable the trust to get back to its dominating position in the market. Each employee in the trust would know that what services they have to provide and what duties they would have to perform effectively, which would improve the performance of the trust ultimately.
By moving forward with the plan of MAP, the trust would face number of challenges, such as the management wouldn’t communicate well with the doctors, which might cause opposition towards the change. The doctors might not be willing to accept the change process and to work under certain limits and conditions. The trust was highly decentralized and unable to lead the doctor’s effectively. As a result, there might be a probability that many of the senior professionals would leave the trust and some would start their independent private practices.
Conclusion
It is concluded that Hillside Hospital provided its services within ten states by operating thirty-eight hospitals across the states, under the supervision of Trinitarians. All the Trinitarians Hospitals were operated by Value Health organization. Bill Hurt was worried about the market changing situation. The demographic of market conditions were changing with a wide margin, which yielded decreased market share and sales volume. It is recommended that Bill should move forward with the Medical Advisory Panel (MAP). This would allow the hospital to improve its market share and improve the communication between the employees of the trust.By moving forward with the plan of MAP, the trust would face a number of challenges, such as the management wouldn’t communicate well with the doctors, which might cause opposition towards the change.....................................
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