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University Hospitals Cleveland Medical Center Managing Capacity In Neurology Case Solution
| Solution Id | Length | Case Author | Case Publisher |
|---|---|---|---|
| 2126 | 849 Words (5 Pages) | Joel Goh, Robert S. Huckman, Nikhil Sahni | Harvard Business School : 618062 |
A Word File
The most important target in front of University Hospitals Cleveland Medical Center (UH) is to reduce the waiting time period for patients' appointments by 80%. Considering the specific and objective nature of the target. It is important for leadership to be focused and adopt a transactional form of leadership, which focuses on achieving a specific task in an effective manner (Jensen, 2019). It has a short-term perspective attached to it, and in order to tackle this, it is also important to develop consensus between various stakeholders involved in the leadership target. Therefore, it is important, at the initial level, to reach a consensus in order to avoid any major hurdle.
Following questions are answered in this case study solution
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What leadership challenges are present in this case and which leadership approach or combination of approaches (tenets / principles / models / methods) is necessary to create a successful strategy moving forward? How would you implement it?
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What are the major overriding issues facing the neurology department as it moves forward? How would you address these issues?
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The neurology department has several options available to reduce wait times. How did you use data to inform your choice of a strategy? What additional data would you like to improve your decision?
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What management principles and tools would you recommend using to address the scheduling issues?
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Identify the key stakeholders and describe their interests. Explain how the interests of different stakeholders might conflict with each other. Describe some ideas for resolving these conflicts.
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As you move forward with your recommendation, how do you plan to communicate with your key stakeholders? Ensure that you cover whom, when and how.
Case Analysis for University Hospitals Cleveland Medical Center Managing Capacity In Neurology
2. What are the major overriding issues facing the neurology department as it moves forward? How would you address these issues?
High waiting time period is an issue that creates frustration among patients. There are other problems, as well. A major issue is providing patients a suitable opportunity to get medical consultancy from the right doctor. It was also important for hospitals to ensure that medical professionals are available to tackle the problems faced by the patients. These can be overcome by ensuring that processes are made less complex, and patients should be given an appointment with important sub-specialists based on emergency. Moreover, It should also be ensured that patients should not be communicated a definite time, and that should not be transcended.
3. The neurology department has several options available to reduce wait times. How did you use data to inform your choice of a strategy? What additional data would you like to improve your decision?
Three probable options are considered in the case for reducing wait times are; Increasing Physician full-time Equivalents (FTEs); Institutionalizing double booking; and, creating protected slots. Data is quite important to develop an appropriate decision-making approach. It helps in creating a more practical approach. Data provides information regarding the areas that require more focus and resources. In the context of this case, it is important to know the average time that different patient spent with patients. Moreover, it is also important to know the demand of each of the sub-specialized fields in the Neurology department in the hospital so that resources could be allocated effectively.
4. What management principles and tools would you recommend using to address the scheduling issues?
The most suitable management approach to tackle scheduling issues is the systematic approach to management. This is because the Neurology department has been working as a system, and patients were meeting the right consultants through a suitable process. It would be suitable to bring flexibility in different processes involved in the whole system. It is important to ensure that follow-up patients and new patients are dealt with appropriately, in a systematic manner (McAlearney, 2017). This ensures that the scheduling is done in a way that ensures that the strategy appropriately meets the different important requirements of the whole system.
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