Hospital Ceo Decisions
Problem #6 – top ten actions taken as CEO
1. Survey everyone including administrators and staff to get feedback on the current problems and possible solutions.
2. Meet with the medical staff to reinforce the idea that the organization needs them and their input just as much as that of the administrators and executives. (Mr. Friendly seems to have left the staff out of the picture).
3. Implement a better change concept so that executives, administrators, and staff can communicate with each other easily in any environment (without having to file a request for a meeting).
4. Consult all workers and create visions (a plan and goal for the future) for each department, and for the hospital as a whole.
5. reinforce the importance of the vision and the role each person plays in achieving that vision (fingerprinting).
6. Empower the managers and staff to take a more active role in making decisions (Mr. Friendly required 9 signatures for managers to hire new staff) Managers should be entrusted with the power and responsibility of hiring their own staff without having to consult with 8 other administrators/executives. Also Mr. Friendly found himself working 12-14 hour days because he was not good at delegating responsibilities down the management chain.
7. Increase morale of all hospital workers by genuinely having a team atmosphere as opposed to a hierarchical one. Mr. Friendly was somewhat of a dictator, even imposing punishments for the departments that did not participate in social activities. A better way to increase morale is by fostering a team/family environment where staff, administrators and executives do not feel isolated and confined to their own groups.
8. Encourage everyone to think openly about changes and opportunities for improving the hospital. Mr. Friendly seemed to discourage “liberal” thinking.
9. Create a strategic plan that is based on the goals of the different departments and...
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