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Assignment: Write a two page intro and conclusion on the case study provided. Also write an abstract on the paper. APA FORMAT!Attached you will be provided with the the guidelines to the paper and also the questions in which other members already answered. After looking over the case study and questions please provide a two page intro and conclusion based on your findings as well as an abstract. The abstract in not part of the two page paper.
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1. What can Percy do to facilitate a more meaningful relationship with both the chairs and
the administrators?
Blackwell Medical Center has two lines of authority, the hospital line and the school of
medicine line. The school of medicine line also has the department of surgery which consists of
the faculty practice and the managed care contracts. The medical center, consisting of 19 clinical
departments and 12 nonclinical departments, subsidizes $7.9 million a year to offset physician
salaries and to cover operating overhead (Pozgar, G. D. (2019). This overhead consists of
ancillary staff malpractice and programmatic expenses.The surgery department administrator,
Pedro Santana, has four financial target challenges he is currently facing. There is not enough
space to house all the surgeons, the surgeons who practice and do not accept insurances take
longer to receive their payment, there is no regulation for the recruitment process, and there is no
system to check and see if the managed care systems are collecting payments (Pozgar, G. D.
(2019).
The chief of surgery has four different roles he has to maintain; the clinical, academic,
research, and administrative. All of these roles have to grow, but they all have different missions
and goals (Pozgar, G. D. (2019). A huge challenge faced by the surgery department is the need
for 50% more staff members. The chief of surgery also has his own four goals. Those are clinical
excellence, medical and surgical advancement, and generating profit (Pozgar, G. D. (2019). All
of his goals are aligned with the goals of the hospital and the medical school.
Doctor Bruce Percy is the Associate Dean of Operations at the medical center and the
Vice President for the school of medicine. Dr. Percy says that no department administrators
report to him, and he has no reporting line to the medical center faculty practice administrators
(Pozgar, G. D. (2019). Dr. Percy spends 30% of his day working on contracts, plans, and offers,
30% of his day doing departmental work, 20% of his day working on faculty compensation, and
the other 20% on research, budget, compliance, and human resource tasks.Doctor Percy has three
goals laid out for himself. These are to raise the level and education for department
administrators, reduce the costs and keep the school at a fiscal breakeven point, and to establish a
voice in the faculty practice administrators (Pozgar, G. D. (2019). Percy’s views on the surgery
department are that the department is doing well, they decide their own compensation for
surgeons without involving the medical school which makes the school lose money, the surgeons
get 50% of the receipts while still asking the medical school for financial assistance. Doctor
percy believes the department administrators lack skill sets and experience in managing clinical
operations, the chairs should be the advocates, administrators must keep the medical centers out
of trouble, and the compensation for the administrators should be tied into reaching these goals
(Pozgar, G. D. (2019).
In order to facilitate a more meaningful relationship between the administrators and the
chairs Doctor Percy can conduct monthly meetings, create committees with staff from both sides,
have administrators report to him, and keep open communications. Having monthly meetings
with both the administrators and the chairs will allow for any conflicts or issues to be shared and
resolved. If they can’t be immediately resolved, then they are at least out in the open and
everyone is aware of what the challenges are. By creating committees at work consisting of both
administrators and chairs Dr. Percy is forcing both sides to work together, get to know each
other, and in a way making them see the others viewpoints and ways of thinking. These
committees can be less formal and allow for the administrators and chair members to get to know
each other in a less stressful way. Another option would be to have administrators report directly
to him. This would keep Dr. Percy in the loop, and also allow him to share concerns from the
administrators with the chairs and vice versa. Keeping open communications is key to the
success of these relationships. By allowing both sides to discuss what they’re seeing, how their
departments are affected and how the facility as a whole is affected can help to resolve many
issues.
2. Should faculty compensation be left to the individual departments to determine? Who
else might be able to assist with this process?
Blackwell Medical Center has encountered very serious issues; especially in the
organizational structure which affect them financially. As McAlearney and Kovner mention, Dr.
Percy, association dean for operations at medical school, has expressed concerns about the
school losing money. This in part, because the department of surgery has decided to compensate
some surgeons, a decision made without any consideration or involvement of the medical school
(McAlearney & Kovner, 2013). In addition, the compensation was based on relative value units
instead of considering the correlation between revenues and expenses. Therefore, to answer the
question of “Should faculty compensation be left to the individual department to determine?”
The answer is no; it should be a decision that needs the involvement of the dean.
To start, the department of surgery, in this case, Dr. Blinick failed to recognize the role of the
dean of operations when deciding using funds to compensate those surgeons. Even though many
of those surgeons have helped to generate a lot of profit, the dean needed to be included in this
decision. For instance, if Dr. Blinick would have communicated this decision to the dean, the
dean would have explained the operating budget, financial principles, and set priorities in his
own department. In addition, they would have discussed that certain surgeons get 50 percent of
the receipts ((McAlearney and Kovner, 2013 p.292). This lack of communication negatively
impacted the financial health of the medical school. In addition, it reflects the lack of
coordination and structural organization at medical school.
In regard to the other departments, the dean is also concerned that many of these
administrators do not have the necessary skills and expertise to properly manage clinical
operations; which is crucial for decision making to produce profits and to allocate resources
effectively. Therefore, they should not determine faculty compensation. The dean has set goals
for the next FY that address this issues that include: “Raising the level and education of
departmental administrators, 2- Reducing costs and keeping the school fiscally prudent by
breaking even, 3- Establishing a voice in the faculty practice administration (FPA)”
(McAlearney and Kovner, 2013 p.292). These goals will help the medical school to improve
many deficiencies and increase profits.
The faculty can assist the medical school in determining faculty compensation; their
intervention will help the process and motive those administrators to be proactive in their
respective departments. In addition, the medical school also faces obstacles that prevent them
from making a well-informed decision and meeting financial targets. For instance, the managed
care system does not offer real-time data that is essential for chairs, administrators, and the dean;
to monitor their goals make changes and improvements; and eventually, achieve their goals.
3. Conceptually, is it acceptable to have faculty who do not generate a profit? If so, how are
these losses typically covered?
The main way organizations measure their success is by looking at the financial statements.
In the statement, they will be able to see revenue, net worth, and cash flow. Organizations have
the idea that profit is the most important aspect. It can make or break the organization. Profits are
the Alpha and Omega of the national economy’s export’s success on the globalized world market
(Ruthless Criticism, (n.d.). para. 3). At the end of the case, it is asked if it’s acceptable to have
faculty who do not generate a profit. It is acceptable because a personnel or department gives an
organization more than just profit. They provide components that are more or equal important
than profit.
A faculty is part of a team that helps run and maintain an organization. Without them an
organization won’t be able to run smoothly and effectively. Forbes published an article
discussing six ways to measure business success. Kappel (2017) stated that customer satisfaction,
how many new customers you get, performance review are three ways. Customer satisfaction is
achieved with the employees in the organization. If patients are happy in how they were treated
they will recommend the organization to family members and friends. It is stated that word-ofmouth is one of the most effective marketing strategies.
With more individuals referred to your organization, there will be more business. According
to Kappel (2017), “By averaging your new customers every so often, you can measure how
successful your business is at drawing in new people” (para. 15). Exiting patients help keep an
organization, but the newer patients there are is what takes the organization to another level. The
number of new patients show that their employees are providing great customer service.
Customer satisfaction and the number of new patients go hand and hand. Without customer
satisfaction, there won’t be new patients.
Kappel (2017) stated “Employees are essential – without them, you would have a hard time
running and growing your business” (para. 16). Employees help an organization reach goals and
success. Without them, tasks will either be done incorrectly or not at all. According to Gupta
(2013), “Employees are valuable assets of an organization and the key to success… a content and
motivated employee has a higher probability of making significant contributions to the
organization” (para. 2). Employees are capable of giving new ideas/inventions that can help the
organization expand. Also, employees are critical in building relationships with patients and
within the organization. It is said that employees are actually more important than
patients/customers (Ryan, 2016, para. 7). Overall, profit should not be the number one thing that
an organization should focus on. For instance, terminating an employee for not generating profit
should not be allowed because they provide aspects that are equally important, and that money
cannot buy. Customer satisfaction and number of new patients will make up for profit lost.
4. Should the faculty practice be centralized or decentralized? Why?
Centralized organizational structures rely on one individual to make decision and provide
direction for the company, which is normally use by small business. Whereas, decentralized
organizational structures often have several individuals responsible for making business
decisions and running the business. I strongly feel that the faculty practice should be
decentralized. The reason why I feel that the faculty should be decentralized is because
employees should have the opportunity to be engage on what is at hand in their work area with
the organization, as far as making empowered choices concerning their work. Once the faculty is
decentralized they are more adapt to make decisions with general context in mind, moving
quickly, and engaging customers in a great way that has meaning. Although the faculty is
currently centralized it is a big burden for the organization because some departments are left out
of the lope of what is taking place in the organization.
For instance, According to McAlearney and Kovner (pg.289, 2013), Managed Care Systems.
The department has no mechanism in place to find out in real time whether the managed care
companies are paying appropriately. As a result, Santana does not know the revenue
opportunities that surgery is missing (such as over- or underpayments by insurance companies).
The centralized managed care office holds the detail of managed care contracts, and it will not
share these details with the department of surgery or with any department. As the departmental
administrator for the department of surgery Pedro Santana should be abreast on what is taking
place with managed care and not be left out in the dark due to the centralization of the
organization. By Santana having unknown knowledge of revenue in the surgery department
confines him from improving the revenue in his department. The fact of the matter is he has no
idea of cost that he can cut down nor improve on to keep his department running steady. If the
managed care department was decentralized, Santana would have been abreast of the revenue
and would have been able to make necessary changes if needed.
Therefore, by the faculty being decentralized Dr. Mike Mckenzie would not have to make all
the decision for the four departments that he oversees. It would give several individuals the
opportunity to bring their thoughts and concerns to the table regarding the organization and not
just one individual. On the other hand, there are some downsides to decentralized structures for a
large organization such as decisions my not coordinate with the company goals around budgets,
efficiency, messaging, operations and etc. But on the bright side of decentralization it can birth
forth local context of success, overall trust in all department managers when it comes to decision
making and concerns of being too bureaucratic. As I conclude, by the faculty being
decentralized it gives everyone in the organization a voice to contribute in decision making. One
man decision cannot carry an organization alone; there should be many others to decide on an
outcome to produce growth and success for the organization.
HSA 4421 – Legal Aspects of Healthcare
Guidelines for Term Project Case Study
1. Near the end of the term as noted on Canvas and in the Course Schedule each Group Spokesperson
shall submit on behalf of its group members a minimum/maximum 10 page final project case study
analysis report for the group.
2. Use of charts and tables are strongly encouraged but should be placed as appendicies rather than in the
body of the paper. The 10 page minimum/maximum does not include title page, table of contents,
abstract, references or appendices if any.
3. Required Sections: At a minimum each group submission shall include an Introduction section, then
re-state and answer in detail each of the questions found at the end of the case study.
4. Data and Sources. All data (facts and figures/statistics) shall be cited and referenced appropriately in
APA Style. All writing shall be by the students. No cutting and pasting of text from any source is allowed.
For those groups that need help with proper APA in text citation and references, please see the following
link: http://owl.english.purdue.edu/owl/. Additional APA Style links and documents will be posted on the
Class online site. Also, see www.refworks.com – this source is available free to FIU students and will
assist you in formatting references properly in APA and other formats. An additional source
http://bruteforcestudyguide.com/essaywriting/apastyle.html
5. Required Sources: Each issue, question, paragraph and sentence with a statistic, number or direct
quote is required to contain at least one “External Authoritative Source” in addition to the case study
and the textbook to support the statements and conclusions made therein.
6. Required Sources: A source and citation is required on each table/chart used
7. Required Sources: Two “External Authoritative Sources” in addition to the case study and textbook
are required for maximum points on EACH answer.
8. Required Sources: A source cannot be referenced unless it was cited in the narrative answer.
9. Required: The textbook from which the case study was published and the course text book must be
cited just like any other source. It is not permissible to write “In the text book… or In the case study…”
Case Study In-Text Citation:
(McAlearney and Kovner, 2013)
Case Study Reference:
McAlearney, A. and Kovner, A. (2013). Health Services Management: Cases ; Readings ; and
Commentary ; Tenth Edition. 10th ed. Arlington: AUPHA, pp.270-277.
10. Required: Any direct quote in the narrative must include the page or paragraph number in the
citation.
11. “External Authoritative Sources” for purposes of this course shall mean: books, peer reviewed
journal articles, education and government sites as well as non-partisan national or international
organizations (such as WHO, UNICEF, UNAIDS etc) provided, the foregoing source/material selected
has in text citations and references to support statements made therein. Under no circumstances are
newspapers including the Wall Street Journal, blogs (regardless of source), editorials, panel discussions
and dot com sites to be used. The foregoing are not considered authoritative for this course.
12. Required: It is wrong/improper to place a citation/source at the end of a paragraph if material from
the source appears before the last sentence in the paragraph.
13. Required: It is improper to place a citation in the middle of a sentence. One can lead with the source
in the sentence but cannot use a citation within parenthesis except at the end of the sentence.
14. Additional Guidance: I urge student to review the adobe connect session with FIU Libraries and
Writing Center on APA Style formatting and contact them personally if more assistance is needed.
15. Proper Submission Required: The assignment must be posted in the appropriate Assignment Folder.
Grading Rubric: 5Excellent
The report contained all
of the required Sources,
Sections and Proper
Submission
5- Excellent
The content is written in
the students’ own words,
with the exception of
limited direct quotes,
which are properly cited
and referenced.
5- Excellent
The report precisely
follows proper APA
format for citations and
references.
5- Excellent
Each paragraph, question
and/or issue is addressed
AND uses two or more
external authoritative
sources (not including the
text book or case study)
for each answer
4- Good
3- Fair
1-Poor
The report contains
Sources, Sections and
Proper Submission but
does not thoroughly
address the required
criteria.
4- Good
The Majority of the
content is written within
the students’ own words.
The report was missing a
Source, Section or Proper
Submission and did not
thoroughly address the
required criteria.
The report was missing
two or more Sources,
Sections or Proper
Submission and did not
address the required
criteria.
1-Poor
Very little of the content
is written in the students’
own words.
4- Good
The report follows the
proper APA format, with
very minimum errors in
citations and references.
4- Good
One missing source
required for each
paragraph, question
and/or issue addressed
AND uses two external
authoritative source (not
including the text book or
case study)
3- Fair
The report follows
partially follows the APA
format.
1-Poor
Very few citations and
references are accurate.
3- Fair
Two missing sources
required for each
paragraph, question
and/or issue addressed
and uses only one external
authoritative source (not
including the text book or
case study)
1-Poor
More than Two missing
sources required for each
paragraph, question
and/or issue addressed
3- Fair
Some of the content is
written in the students’
own words.
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