The Case Overview
The study outlines the case of hospital integration in the region of Erie, which is a task that is managed by a nurse and ahead of Finance, Administration, and Ancillary Services at Metropolitan, Jessica Casserra. The appointment stemmed from the problem of clinical services’ dispersion, which is characteristic of the region.
Key Figures
The decision on the Metropolitan hospital reunion is dependent on the opinions of the key stakeholders, who are involved in the case. The main figure is the Board, which directs the process. The secondary place belongs to the human resources of the hospitals as well as the director of the integration.
Main Issues
The task of Metropolitan hospital integration is assigned to Jessica Casserra, who views distinctive strategic and service delivery difficulties in changes’ implementation. Specifically, the challenges of reorganization concern the issue of human resources’ and funds’ consolidation, a selection of the unique clinical development system, reaching an agreement between the members of governmental structures and hospitals’ managers, and combining a set of the existing technologies in one principal system.
The Problem Causes
The process of integration includes three major causes of difficult reuniting. Firstly, the cause for the unwillingness of the workers to transfer to one hospital stems from the changing quality of work conditions. Secondly, the difficulty in integration stems from strategic plan differences. Finally, the cause for the citizens’ reluctance to support integration extends from unequal territorial distribution of the services.
Decisions and Recommendations
The project of the regional reorganization of hospital spaces evokes multiple problems, which concern budget consolidation, strategic planning difficulties, and human resources management. However, the challenges may be overcome if one accomplishes the essential integration operations. It may be recommended to start the project with the consolidation of financial funds. Hospital integration spares much cost, which is why, it is possible to improve the general medical services and offer some benefits for the employees (Hospital integration solutions, 2015). Conclusively, this step might prevent human resources’ losses and ensures clinical improvement.
The Discussion of Strategic and Service Delivery Challenges
The case states that Metropolitan, which is one of the major hospital congregations in the urban area of the region, lacks a range of clinical services. Despite the excellent medical space opportunities, the shortage of financial funds, and professional human resources hinders the quality of clinical access. Conclusively, the suggestion to integrate the local hospitals in a single system of clinical assistance is made.
Power and Politics over the Hospital Integration Decisions
Primarily, it has to be noticed that the essential place is taken by the Board and CEO of Metropolitan. The latter stakeholders direct the retribution of the main financial funds, which is why their decisions take an upper hand in the case. The second critical figure in the fact is the manager of the task, Jessica Casserra, who is responsible for the actual realization of the planning since the way, in which the reformation is sustained, determines the results of the operation. Finally, the reorganization relies on human resources, which are engaged in the hospitals.
The power of the Metropolitan Board and CEO defines the realization of hospital reunion since the latter was the main initiator of the reorganization. Thus, the Board members are persuaded that the integration gives the opportunities for clinical services’ consolidation, which would allow keeping a single budget and united governance. The influence of Jessica Casserra is essential as well since the manager’s task is shaping the organization of the future hospital space. Finally, according to the shortage of human resources in Metropolitan, the power of the hospital employees is also substantial since a further shortage of the workers may be catastrophic for the united system of clinical organizations.
Management Tasks’ Approaches
The role of Jessica Casserra in the management of Metropolitan consolidation influences both the future of the regional development of medicine and her leadership reputation. However, due to some consistent difficulties, which hinder the process of integration, the director of the task faces some consistent challenges. The primary disparity, which hampers reorganization, extends from sporadic resistance to changes. Thus, according to the records, the managers of the separate hospitals revealed a reluctance to contribute to the reunion. It, particularly, concerns the clinical environments of the rural areas.
Specifically, the experts claim that if all the hospitals are moved to the central part of the region, the citizens of the rural territories have low access to clinical services. The second challenge refers to the problematic searching for optimal strategic management. Thus, Jessica deduces that some of the hospitals already possess strong strategy statements, and the others reveal a weak development of management.
That is why the hardness is connected with the compatibility of the statements and their successful integration. Finally, the management struggles through the process of human resources’ motivation since the reorganization threatens the community with consistent workers’ losses. Thus, since some hospitals have weak infrastructures and a small space for professional development, the employees of the successful hospitals might be reluctant to join weak clinics.
The Discussion of Personal Career Perspectives
The reorganization of the clinical space is a responsible task, which modifies the life of the whole community. Conclusively, the outcomes of the task’s sustention can change the career perspectives for Jessica. Primarily, the leadership position, which the manager demonstrates, certifies her professionalism. If the director of the project manages to match the expectations of three parties – the Board, the citizens of the region, and the employees of the integrated hospitals, she can create an excellent model of clinical integration. Therefore, the specialist might potentially become an initiator of similar programs or serve as a tutor in the respective programs.
Reference
Hospital integration solutions. (2015). Web.