Let it pour: A critical thinking case studyThere is growing problem that is facing all operations of the Faith Community Hospital. From administrative staff members down to the nurses and doctors, all personnel have lost the intent and scope of the vision. With the different agendas that are being introduced into the daily operations, it has become a very difficult task for the management team and the various members of its support staff to effectively run and maintain the hospital. This apparent loss of cohesion is tearing the infrastructure of Faith Community apart. The purpose of this analysis is to address the different situations facing the management staff at the hospital and w ...view middle of the document...
The hospital is experiencing an increase in cost from the previous year, which is making it difficult to provide the necessary care to its patients. The seven percent patient drop that has occurred in the recent years has dramatically affected the operating cash flow of Faith Community, which may require serious cutbacks in operating funds. The third concern that is afflicting Faith Community Hospital is trying to understand and deal with the convoluted system of coverage provided by the various insurance companies. It is very difficult to fathom which insurance company is going to provide coverage for the patients. Unfortunately, if the insurance companies do not pay for the care provided, the hospital is left absorbing the cost, which directly affects the already dwindling bottom line. Regardless of the reason surrounding the concerns or problems facing Faith Community, there needs to be immediate actions taken to put an end to the frustration, and to continue the steps of providing excellent healthcare to any and all patients.Alternatives and SolutionsThere are a variety of alternatives that can used to stop the abuses currently at the hospital. Before the alternatives are put into place, it is important that the decision makers use a systematic approach to problem solving. The first part of the systematic approach is to analyze and state the current problems (McCall, 1990), which was already completed done by Pat, the CEO of Faith Community. The second step in decision-making is to prioritize the problems to be addressed as action items (McCall, 1990). All the problems that were addressed require immediate attention and decisive response; however, a system of setting priorities will alleviate the daunting task of tackling all of the problems at once. The third step in making a good decision is to take action. By taking action, the hospital is attempting to put an end to the problems that are facing the organization. The final step is to conduct a follow-up analysis to ensure that the changes are working appropriately and that all parties involved are following them and to address any issues that were raised during the problem-solving actions.When addressing the first major concern contained within the case study, the hospital needs to have the staff follow and uphold company policy. The organization has implemented rules, regulations, a mission statement, and various other policies to protect employees and patients alike. These guidelines for behavior and conduct should be followed without question. A lack of discipline for those who violate the guidelines presents a barrier to increased morale and compliance. The organization needs to immediately enforce and punish those who are not willing to be in compliance with hospital policy. All employees should be notified of the organization's desire to immediately enforce the rules and regulations; those that are unwilling to follow will be subject to disciplinary actions, up to and includ...
