Case Studies: Instructions
The student will complete each case study scenario and address each heading outlined in the assignment using the guide below. One reference (within the last four years). Address all five areas below.
- Present an overview of the key problems and issues in the case.
- Provide a thesis statement that summarizes your analysis in one or two sentences.
- Background, key facts, and issues
- Provide background information, relevant facts, and the most important issues.
- Tie to class materials, making sure to include how these issues impact the organization and individuals in the organization.
- Outline two possible alternatives.
- Discuss the critical constraints.
- Explain the strengths and weaknesses of the alternatives.
- Proposed solution
- Recommend one solution.
- Explain why this solution was chosen.
- Support this solution with facts and class materials.
- Provide personal experiences, if applicable.
- Determine and discuss the specific strategies needed to accomplish the proposed solution.
- If applicable, define what further information is needed.
Hospitals are filled with silos—teams, departments, groups, and divisions whose staff display similar attitudes and behaviors defined by barriers. Individuals gravitate toward creating groupings, whether according to the color of their uniform or the place of their work.
Such was the case at a large, urban tertiary referral center. With more than 900 beds and 3,000 employees, the organization had been described as siloed and dysfunctional. In response, the executive team was determined to bridge these gaps and align work with organizational goals and strategies.
While many would agree that a silo mentality creates organizational inefficiencies and confusion, there is a reason for creating silos. A silo provides a protective barrier around those who are part of the defined group. While members of a silo may bemoan overall organizational disjointedness, they find solace, satisfaction, and even pride in their individual unit’s performance.
The neonatal intensive care unit (NICU) was one such example. It enjoyed superior financial performance and high patient and employee satisfaction. Unfortunately, its interest in overall organizational success ended at the doors of the unit. When asked to help other departments or participate in hospital committees, the employees were reluctant or flatly refused. The head of the NICU was also rigid about what costs were charged to her unit and what revenues were credited. For example, she was able to negotiate to have respiratory therapy revenues credited to her department, but the personnel expense was retained in the respiratory therapy department.
Assume you just became the hospital’s new CEO. You are proud of the quality of the NICU but recognize that its staff’s unwillingness to share and fully participate as colleagues is damaging to the hospital. You have a meeting with the NICU head in three hours and need to decide how you should approach this vexing problem.
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