Introduction
Many companies often have problems related to such important aspects as mission, vision, and values. There are many reasons why this circumstance may arise, but the main thing is to solve them in a timely manner. At Huntington Hospital, such an issue caused significant difficulties in achieving the desired efficiency and led to problems related to the interaction of employees with each other. Thus, the analysis of this case study will provide an opportunity to realize the importance of encouraging and strengthening mission, vision, and values in order to achieve the most effective and favorable workplace.
Summary of the Circumstances Faced by the Healthcare Organization
First of all, it is necessary to consider in more detail the problem faced by Huntington Hospital. Kim Markey, who started her career as executive director of revenue cycle, was appointed to the position to implement changes in the medical facility. Jim Noble, executive VP-COO/CFO, chose her candidacy because the primary value for him was finding an employee with a strategic approach.
Of particular relevance for this case study is the fact that Markey’s goal was to re-examine the revenue cycle and the hospital’s processes. This aspect implied getting metrics under control and paying attention to such departments of activity as admitting, business services, data services, medical records, and revenue integrity. She focused on the fact that the changes that will be implemented in the organization’s activities will be as transparent as possible. This was due to the fact that Kim Markey was of the opinion that any transformations in the workplace should have a justification.
Interpretation of Organization’s Mission, Vision, and Values by Stakeholders
The case study offers a fairly broad description of how the various parties involved treated the organization’s mission, vision, and values. The main key term that was considered by stakeholders, such as lead biller/collector for the Medi-Cal team, was the lack of a cohesive working relationship. In many ways, this aspect depends on the fact that the company has an unproductive way of managing personnel, which is the result of individuals being afraid to do things and getting in trouble. In other words, they do not show initiative and do only what they are told to do. Moreover, it is emphasized that there is a low level of morality in the workplace, which makes it more tense and stressful.
On the part of the employees themselves, there is also a lack of established communication both with managers and between them. This contributes to a decrease in productivity and a deterioration of the decision-making process. Despite adhering to the values of interaction and teamwork, these aspects are not implemented in the workplace. Moreover, there is the presence of a large amount of paperwork, which is very time-consuming.
Impact of Organization’s Interpretation of Mission, Vision, and Values
The company’s mission and vision largely overlook the issues highlighted by the parties involved. Hence, despite the desire to improve their efficiency and productivity, managers pay little attention to taking into account the needs and desires of employees who face communication and interaction problems with each other. Research stated that “for an organization to remain competitive, it needs people thinking differently – which means having people from a variety of backgrounds and cultures to share their ideas and experiences” (Palmer, 2020, para. 2). The organization under study only partially fulfills this criterion, since despite encouraging these values it lacks policies to support staff. To limit this circumstance, she needs to implement a plan “that provides a set of guidelines or a line of attack for an organization to move from where it is today to a desired state sometime in the future” (Peter et al., 2018, p. 7). Thus, Markey’s main task was to improve morals and performance indicators in the workplace.
References
Peter, M. G., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. Wiley.
Palmer, K. (2020). How employee diversity benefits the strategic planning process. Training Industry. Web.