A framework is the body of literature that supports an approach to a project and ways to
Question:
A framework is the body of literature that supports an approach to a project and ways to answer project questions. A framework establishes a blueprint for constructing a project. It identifies key concepts and connects them.
This assessment asks you to apply two frameworks to your selected problem and gap in practice, then make the case that they providethe best blueprint for addressing your problem and gap. Again, building a rationale and providing supporting evidence gives you the chance to hone your literature-search skills. You will choose a different problem and gap in practice than your previous assessment.
The three labeled pairs of problems and gaps in practice in the business stories for Assessment 2 relate to three topics that form current and essential research in leadership. The readings provide background for these topics and, therefore, context for the problems and gaps.
The three topics addressed in this assessment are as follows:
- Emotional Intelligence and Leadership.
- Leading and Managing a Multigenerational Workforce.
- Leading Global Businesses.
Selecta new problem and its matching gap to focus on from the linked problems and gaps in practice labeled for this assessment.
- CareLead Medical: Business Story.
Founded in 1987 with 1,600 employees, 3 hospitals, and 6 urgent care clinics, CareLead Medical has grown to 12,000 employees, 56 hospitals, 102 urgent care centers, and 85 COVID testing and vaccination clinics.
Industry/Sector:Healthcare
Products & Services:
- Hospitals
- Urgent Care Centers
- COVID Testing and Vaccination Clinics
Financial Data:Annual
- Total Revenue: 45 million
- Cost of Goods Sold: 22 million
- Gross Profit: 23 million
- Total Expenses: 12.5 million
- Net Income: 10.5 million
Mission, Vision, & Values:
Mission
- "CareLead Medical is committed to providing the highest level of quality care, safety, and service to our patients and the communities we serve."
Vision
- "CareLead Medical strives to be the US Healthcare industry leader and employer of choice."
Values
- People
- Safety
- Quality
- Profit
Processes, Procedures, & Infrastructure:
- Business model: profitable growth through acquisitions, joint ventures, cost control, and efficiencies to scale.
- Infrastructure: 3 business units - hospitals, urgent care centers, and COVID testing and vaccination clinics - which roll up to 4 regional divisions and senior corporate leadership in Chicago headquarters.
- Internal environment processes and procedures: core business development platform is based on acquisitions of smaller healthcare systems and joint ventures with physician groups and providers.
ThroughUS acquisitions and joint ventures, CareLead Medical experienced double-digit annual growth in revenues and profits for decades until the past few years where growth has hovered around 1-3%.There has been talk2of CareLead Medical expanding into global markets such as the UK and Australia to address the drop in year-over-year growth rate,but no formal discussions2have been initiated due to a lack of global leadership experience on the Executive Leadership Team and concerns about securing the necessary financing. CareLead Medical started with two core businesses - hospital systems and urgent care centers - but six months into the COVID pandemic, CareLead Medical made a late entry into the healthcare specialty services market by acquiring 85 COVID testing and vaccination clinics that are already showing promising returns with limited overhead. Juanita Scribner, CareLead Medical founder and CEO, has a finance background and is primarily focused on profitable growth and expense control. At the advent of the pandemic in March 2020, Juanita lost her elderly parents, who were both in a nursing home, to complications related to COVID.
Currently CareLead Medical has the second largest market share (26%) in the US healthcare market. CareLead Medical's #1 strategic priority is to overtake Universal Health Systems as the US healthcare leader. However,a number of factors1such as market saturation, the COVID pandemic, and leadership effectiveness issues have resulted in stagnant growth, a 32% decline in non-essential surgeries, major dips in key KPI metrics such as quality, patient safety, patient satisfaction, and employee engagement. It is apparent thatnursing leaders and department managers1- who feel caught in the middle trying to represent the concerns of their respective teams regarding staffing, quality, patient safety, patient satisfaction, and employee burnout to a senior leadership team that continues to beat the drum for cutting costs - lack the executive presence and upward communication skills to effect positive change under the circumstances.
There are also power struggles1and increasing friction on the CareLead Medical Senior Leadership Team between those who favor greater investment in people and quality over expense control, which in turn has led to high executive turnover and less than optimal organizational performance.At the heart of the issue1has been the inability of Dr. Pat Peters (Chief Medical Officer) and Maggie Simon (Chief Nursing Officer) to find effective ways to influence and advocate for change with their more financially-minded colleagues Leonard Zabinski (CFO) and Ryan Sherpcoli (COO).
In 2017, CareLead Medicalintroduced an annual employee engagement survey3due to lower productivity costs and higher patient safety incidents equated with low employee engagement. While department leaders are regularly asked to focus on how to increase their team member engagement,scores continue to be below target3since manager bonus compensation is not tied to engagement survey results as it is in other healthcare systems.Low employee engagement1amongst CareLead's high potential emerging leaders has also been problematic and has adversely impacted the organization in terms of increased expenses related to high turnover in this group and the resulting need to recruit externally. WhileCareLead Medical offers an online library1of technical learning and career development resources, the organization does not have a formal emerging leader development program or formalized succession management process. At CEO Juanita Scribner's request,Moe Morris (Chief HR Officer) recently rolled2out a Leader Emotional Intelligence (EQ) 360-degree feedback process for the Executive Team in response to the growing personnel issues that have resulted in high turnover.Moe is in agreement with Juanita2that the lack of EQ amongst senior leaders is a contributing factor to why their staff members are leaving.
Stacey Hamilton (VP HR/Talent Management) has also launched a multi-generationalworkforce awareness campaign2to address the rising cost in workplace mediation fees associated with more tenured staff feeling disenfranchised by less experienced workers who are being promoted faster.Stacey is convinced2that CareLead's lack of attention to the differences in work styles and attitudes between Millennials and Baby Boomers in particular is a root cause of the issue. In addition, Stacey has begun facilitating anew leader skills workshop3for first-time supervisors due to the increased costs of hiring new leaders from the outside. By not investing in the development of frontline staff to first-time leadership roles,CareLead has over created a void3in their leadership pipeline.
Currently CareLead Medicaloperates legacy HRIS and talent management systems3that have resulted in increased operating costs and payroll expenses associated with managing these information systems, which has been a point of contention between Stacey Hamilton and Gina Jackson (CIO).Stacey believes that Gina's resistance3to updating digital technology and her tendency to isolate the IT department has put CareLead behind the competition with regard to digitized HR systems and processes that help drive and measure employee engagement, people development, diversity/equity/inclusion (DEI), and other key HR metrics. In a move to circumvent this turf battle, at the next board meeting Moe Morris is planning to pitch a digital transformation proposal for revolutionizing CareLead Medical's HR and operational systems in hopes of leading the organization into the Digital Age.
- State the specific business problem and gap in practice.
- After researching articles that inform your selected gap in practice, identify one practitioner (business) framework and one scholarly (academic) framework that provide evidence for the selected gap in practice and discuss how they apply to current trends in the field of leadership.
- Explain why the frameworks you identified properly align with the selected specific problem and gap in practice. Why are these the right frameworks rather than others?
- Identify a business problem and potential business project appropriate for the field of leadership and related to your selected problem, gap, and frameworks.
- Reflect on your experience with this assessment and share what you learned.
Introduction To Health Care Management
ISBN: 9781284081015
3rd Edition
Authors: Sharon B. Buchbinder, Nancy H. Shanks