Diagnosing the Problem
The core problem facing the Mammoth Health System (MHS) is the steep competition from the other region’s major health system centers. The MHS is currently struggling to compete with other health systems such as Aurora Health System, which has well-established market share hence luring away customers from MHS.
A root cause refers to documented opinions from health care personnel (across the world) concerning a particular health effect, while a symptom is discernible indicator of what itself may not be directly perceptible.
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There are multiple problems facing MHS. The problems may be arranged in order of sensitivity as follows:
How MHS can gain market demand and be able to compete with other health centers like Aurora Health System to take stock of MHS.
What MHS ought to do in order to satisfy the patients’ needs and wants.
The need for MHS to put in efforts in order to get new baseline for its operations.
Alternatives
There are a number of alternatives to address the problems facing MHS. These are:
Assemble executive team.
Pros: Members avail important data and expertise with data analysis.
Cons: The data may not tell the whole story about patients’ satisfaction.
Measurement of patient satisfaction.
Pros: Tells on what need be done to improve patients’ satisfaction.
Cons: Cases of biasness may give wrong insight on patients’ satisfaction.
Looking further.
Pros: Provides new information to implement necessary organizational changes.
Cons: Prompt changes may not be accepted readily by physicians, hence may fail.
Examine the employee satisfaction data.
Pros: Provides new data to sufficiently enable MHS investigate issues leading to dissatisfaction of the patients.
Cons: Findings may not be credible in determining the entire change for the past five year.
Use of high-performance work practices in health care organizations.
Pros: Provides better patient care services hence improving patient satisfaction.
Cons: Hard to get high-performing workers; highly qualified workers are expensive to pay.
Engaging all staff in moving ahead.
Pros: Results in excellence performance, as every member feels part of development.
Cons: Some members may pose resistance to group work and reduce efficiency in the organizational performance.
Good pay and provision of incentives to workers.
Pros: Motivates workers and boosters their efficiency in worker, hence increasing quality patient care.
Cons: Expensive to start and maintain.
Recommended Solution to the Problem
The prioritized problem in this case study is competition from other health system centers, which can be mitigated through proper management of the human resources. Proper human resource management:
Improves the workforce within an organization.
Improves patient care system.
Lures customers into the organization.
Leads to improvement in the competitive power of the organization.
To satisfy customers’ needs, the organization should deploy the use of the Baldrige Performance Excellence Program (2016b) that attempts to assist the health care facility in the following areas:
Achieving the organization best-in-class performance levels.
Identification and recognition of role-model organizations.
Sharing of the best management practices, principles, and strategies.
Development of an Action Plan
To turn my decision into action, I will follow the following action plan:
Staff engagement through sharing in decision making with all employees.
Proper alignment of leadership through embracing leadership training programs and succession.
Development of the staff through thorough interviews and extensive training programs.
Frontline employment; achievable through tightening employment security, reduced status distinction, and decentralized decision making.
The executive leadership team and the health system’s board will be at the frontline in overseeing that the action plan is well implemented. In addition, all the workers will be involved actively in implementing the action plan. In the case of any outgoing baby boomer, early arrangements will be made to ensure that there is efficient pass-over of knowledge from the outgoing baby boomers to the incoming millennial to ensure that all necessary knowledge is retained within the organization.
