1, Lisa, a LPN on your team, is an average worker, but you sense she has greater potential. Lisa has been on-staff for about three months and largely keeps to herself. She doesn't seem particularly proud of the work she does, but she is satisfied with her salary and benefits. How might you use Maslow's progression principle to identify ways to motivate Lisa to achieve a higher level of work? Please be detailed

2. Downstate Medical Center is a 400-bed teaching hospital with a board composed of business and community leaders. Downstate is considered by most in the region it serves to be the key hospital. The board is devoted to the hospital and meets quarterly. Tis executive committee meets monthly and follows financial, quality, and other operational activities at the hospital closely in exercising its oversight duties. The executive committee and the entire board scrutinize the key aspects of the hospital's operation closely and regularly. It is the custom of Clare Lipton, who chairs the Downstate board, and Nathan Robertson, president and CEO of the hospital, to have lunch together in the hospital's boardroom on a weekly basis. Recently, the conversation has focused on how to get the board more engaged in strategizing. Lipton has made the point that she feels the board is happy about how things are going at the hospital, and with Robertson's performance, but has added, "We are sailing along nicely, but we don't know what the future holds for the hospital and where it fits into that future."

QUESTIONS

1. What are the appropriate roles of the CEO and the board in strategizing the future of Downstate Medical Center?

2. If things are going well at Downstate, why should its leaders give more attention to strategizing? Provide a SWOT analysis based on your analysis.

3. What do you recommend to Nathan Robertson and to Clare Lipton as a way to begin strategizing for Downstate Medical Center?

4. make a marketing plan based on the strategy you propose.

Please be detailed

The Carbondale Clinic, located in Carbondale, Illinois, is a large group practice of about 30 physicians. The clinic employs about I00 people and serves a regional population of about 100,000. Specialties ranging from pediatrics to psychiatry are offered by the clinic, which also operates its own laboratory, basic imaging services, and outpatient surgical center. For some years, the clinic has been receiving complaints from its patients that appointment times are not being met. For instance, a patient with an appointment for two o'clock might not get in to see the physician until four o'clock. However, the clinic has felt that such delays are unavoidable due to the uncertainty involved in the time it takes to adequately examine each patient and the possibility of emergency cases that must be inserted into the schedule. Several criteria are used for scheduling. For instance, many patients are scheduled for annual physical exams. These are usually scheduled at least several weeks in advance because they require coordination of laboratory services and physicians' time. However, some physicians will begin examining a patient and decide that the patient needs a physical immediately. The physicians feel this does not really cause problems because they can send the patient down to the laboratory while they continue to see other patients. Some patients also phone the clinic for an appointment when they have nonemergency, routine problems such as a mild fever or sore throat. Such patients are scheduled into available time slots as soon as possible-usually a day or two from the time they call. The objective here is to fit such patients in as quickly as possible without overloading the schedule with more patients than can reasonably be examined in a time period. Usually the plan is to schedule four patients per hour. However, each day, various emergencies occur. These can range from a splinter in the eye to a heart attack, and these cases cannot wait. For an emergency that is not life threatening, the approach is to try to squeeze the person into a time slot that is not too heavily scheduled. However, a case of life or death-such as a heart attack-means that the schedule must be disrupted and the patient treated immediately. Currently, all scheduling of appointments is done centrally. However, this frequently causes problems because the people making appointments often do not know how long it should take to examine a patient with a particular complaint. On the other hand, the nurses in each department are usually too busy to do the scheduling themselves. Generally, if there is a doubt about whether a patient can be fitted into a time slot, the preference is to go ahead and schedule the patient. This is because the physicians prefer not to have any empty times in their schedules. At times, if it looks as if there might be an available opening, the clinic even calls patients who were originally scheduled for a later time and asks them to come in early.

QUESTIONS

1. "For some years, the clinic has received complaints from its patients that appointment times are not being met." 'Why has no action been taken to correct the situation?

2. You are a member of a QIT that was asked to evaluate the appointment/scheduling process. Are there some "assumptions" in the narrative that you question? If data were sufficient for a Pareto diagram of problems with the appointment/scheduling process, what do you think the items would be? Please list them.

3. Draw a cause-and-effect (Ishikawa) diagram of causes for patient complaints.

4. What recommendations would you make to decrease patient waiting time?

Please be detailed

Answer rating: 100% (QA)

Using Maslows Progression Principle to Motivate Lisa Maslows Hierarchy of Needs is a psychological theory that describes human motivation and the progression of needs from basic physiological needs to ... View the full answer