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Whose Hospital? A Case Study of Brendan Hospital

Whose Hospital? A Case Study of Brendan Hospital. Meagan Bailey Lori Clark Lori Reau Jessica Rush Chris Sargent. Brendan Hospital Hierarchy. Board of Trustees President CEO Directors and Associate Directors Managers and Supervisors Staff. Initial Problem. CEO turnover rate

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Whose Hospital? A Case Study of Brendan Hospital

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  1. Whose Hospital?A Case Study of Brendan Hospital Meagan Bailey Lori Clark Lori Reau Jessica Rush Chris Sargent

  2. Brendan Hospital Hierarchy • Board of Trustees • President • CEO • Directors and Associate Directors • Managers and Supervisors • Staff

  3. Initial Problem • CEO turnover rate • Current CEO lasted 18 months • What is causing this? • Who is causing this?

  4. Accountability • According to the Oxford Dictionary, accountable is defined as: (of a person, organization, or institution) required or expected to justify actions or decisions; responsible (2010). • Examples: Work, family, friends, choices, actions • How does accountability work?

  5. The Hospital Staff • Accountable to their patients • Also accountable to their supervisors managers

  6. Supervisors and Managers • Accountable to the Department Heads/Directors (including associate)

  7. Department Heads • Accountable to the CEO

  8. CEO • Accountable to the Board of Trustees • The buck stops here

  9. Implementation • If morale and bad attitudes over workplace decisions are a constant problem at the hospital, the responsibility rests in the CEO’s hands to ensure the chosen management staff rectify those issues at a department level or face replacement.

  10. The Board of Trustees • 18 Members • Only seven of the members has president or vice president experience in running an organization • Goals but not measurable • Gave the CEO good evaluation for finances, but no action plan to improve morale. • Not educated in what the Hospital stood for.

  11. The Management and Staff • Autocratically Directed (Managed) • Distrust in Board of Trustees • Performing with open resentment • Did not agree with the hiring of Wherry as CEO • Did not see the necessity of change • Devalued

  12. CEO Don Wherry • Harvard Business Grad • Autocratic/Task Oriented • Leadership Strengths • Improve Financial Situations • Focused on finance, expansion and fundraising. • Leadership Weakness • Did not build consensus with board, staff, or management team. • Improved morale, quality of care and accountability minor priorities. • Lacked Emotional Intelligence • Lacked Follow through and transparency

  13. Tony DeFalcoPresident of the Board • Lived in Lockhart all his life • Shared the same burdens as Wherry • Communicated hospital’s problems with community • Fundraised • Fair • Judged Wherry based upon his word

  14. SWOT Analysis

  15. Recommendations • Board become more educated • Funding with Fundraisers • New Board of Trustees • New CEO • Better communication between staff, management, board, and CEO

  16. Conclusion • Dissonance within the Hospital • Lack of accountability and trust within Hospital • Ignoring the reality of the emotions, leadership lost the emotional control of the Hospital

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