Complete Case Study 18 3 Gateway Hospital Located On Pages 370 371 ✓ Solved

Complete case study 18-3, “gateway hospital,†located on pages of Organizational Behavior in Health Care. Gateway Hospital Gateway Hospital is a 500-bed tertiary-care hospital located in a busy metropolitan area. A recent employee satisfaction survey scored well below the national norms on most scales. The hospital has been facing higher than average turnover and vacancy rates. Recruitment of professional positions is very difficult because the hospital has gained a reputation as a bad place to work, especially if one is new; the term “eat their young†seems to be a prevalent description.

Salaries are below the local market, as are annual pay increases. In many departments there seems to be a critical shortage of staff, and closing services has been a recent topic of discussion. Additionally, the financial picture of the organization is bleak. The payor mix has changed; Medicare cutbacks are impacting the bottom line, as are changes in private insurance funding. Key physicians are beginning to take their services elsewhere, as they sense the inefficiency of the hospital processes.

The various stresses appear to be having a significant impact on the overall morale of employees. Poor teamwork is rampant, and communication breakdowns seem to be a normal occurrence. Several leaders have been let go in an effort to address issues. The leadership of Gateway Hospital is extremely concerned about the organizational prognosis and has decided to begin to address the issues by enlisting the assistance of a consulting team. One member of the team is a financial expert who has been hired to address the significant financial issues affecting the hospital.

The time frame on fixing the financial issues is one of a critical need; since the environment is rapidly changing, the consultant must get a handle on how to help the hospital operate successfully, given the current financial downslide. A second member of the team is hired to address the morale and employee issues. A review of the employee opinion survey is conducted, and trends are identified in exit interviews. Employee interviews and focus groups are held in an attempt to determine the root cause of the morale issues, as well as the breakdown in teamwork and communication. The data collection is discussed with leadership; after a series of discussions, leadership admits that many of the financial pressures have created a “knee jerk†reaction to staffing issues, often cutting back dramatically on employee hours.

This would create a crisis mode and the need to ask employees to work harder. This cycle has created a significant lack of trust from the employee’s perspective, coupled with the fact that employees have not felt that they have been apprised of the reasons for the roller coaster changes and have not been offered any words of appreciation when they have either reduced their hours or worked in a crisis. The consultant and the leadership agree that in order to fix the “people†issues of the organization, there will need to be a culture shift of leadership and employee interactions so that a trust can be rebuilt. Questions 1. On the basis of these issues, what OD interventions do you think should be utilized to address the problems this hospital is facing?

2. How would you proceed if you were the consultant in this case? 3. What skill set do you think the practitioner will need in order to be effective in this organization? 4.

What type of a time line would you establish if you were this consultant? Excel Project 1 – MS Excel Use the project description HERE to complete this activity. For a review of the complete rubric used in grading this exercise, click on the Assignments tab, then on the title "Excel Project 1." Click on Show Rubrics if the rubric is not already displayed. Summary Create a Microsoft Excel file with four worksheets that provides extensive use of Excel capabilities including graphing, and written analysis and recommendations in support of a business enterprise. A large rental car company has two metropolitan locations, one at the airport and another centrally located in downtown.

It has been operating since 2015 and each location summarizes its car rental revenue quarterly. Both locations rent two classes of cars: economy and premium. Rental revenue is maintained separately for the two classes of rental vehicles. The data for this case resides in the file Excel Project 1-Data.txt and can be downloaded by clicking on the Assignments tab, then on the data tile name. It is a text file (with the file type .txt).

Do not create your own data. You must use the data provided and only the data provided. Tutorials Note: Tutorials that address activities used in this project have been assigned in Week 1, 2 and 3. Requirement Points Allocated Comments 1 Open Excel and save a blank worksheet with the following name: a. “Student’s First InitialLast Name Excel Project 1†Example: JSmith Excel Project 1. b.

Set Page Layout to Landscape 0.2 Use Print Preview to review how spreadsheet would print. 2 a. Change the name of the worksheet to Analysis by. 0. a. In the Analysis by worksheet, enter the four labels vertically in column A in the following order: Name:, Class/Section:, Project:, Date Due: b.

Place a blank row between each label. Please note the colon, (:) after each label. c. Align the labels to the right in the cell d. It may be necessary to adjust the column width so the four labels are clearly visible. 0.3 Use the following text format: Arial 10 point Bold Align values Right in the cell 4 a.

In the Analysis by worksheet, with all entries in column C, enter the appropriate values for Name, Class and Section, Project, Date Due. b. It may be necessary to adjust the column width so the four labels are clearly visible. c. Use the formatting listed in the Comments 0.3 Use the following text format: Arial 10 point Bold Align values left in the cells Requirement Points Allocated Comments 5 a. Create new worksheets: Data, Sorted, and Airport. Upon completion, there should be Analysis by as well as the three newly created worksheets. b.

Delete any other worksheets. 0. a. If necessary, reorder the four worksheets so they are in the following order: Analysis by, Data, Sorted, Airport. 0. In the Data worksheet, import the text file Excel Project 1-Data.txt.

Though the intent is to import the text file into the Data worksheet, sometimes when text data is imported into a worksheet, a new worksheet is created. If this happens, delete the blank Data worksheet, and then rename the new worksheet which HAS the recently imported data as “Data.†It may be necessary to change Revenue to Currency format with NO decimal points and to change NumCars to numerical format, with no decimal points, as a result of the import operation. This may or may not occur, but in case it does it needs to be corrected. 0.5 Format all data (field names and numbers) to Arial 10 point. The field names should be in the top row of the worksheet with the data directly under it in rows.

This action may not be necessary as this is part of the Excel table creation process. The data should begin in Column A. 8 In the Data worksheet, a. create an Excel table with the recently imported data. b. Pick a style with the styles group to format the table, c. The style should highlight the field names in the first row. d.

Ensure NO blank spaces are part of the specified data range. Insure the table has headers. e. Insure that Header Row and Banded Rows are selected in the Table Style Options Group Box. 0.6 Some adjustment may be necessary to column widths to insure all field names and all data are readable (not truncated or obscured). 9 In the Data worksheet, a. select the entire table (data and headers) using a mouse. b.

Copy the table to the Sorted worksheet. c. The upper left hand corner of the header/data in Sorted should be in cell A1. d. Adjust columns widths if necessary to insure all data and field names are readable. 0. In the Sorted worksheet, a. sort the data by location (ascending) b. (All cells with data in the table should be selected) 0.2 Insure all the table is selected, NOT just the location column.

11 a. Copy the entire table from the Sorted worksheet to the Airport worksheet. b. Some column adjustments may be necessary to insure the field names as well as the data is all readable. 0.2 Insure all cells with data are selected. 12 In the Airport worksheet, 0.3 Requirement Points Allocated Comments a. delete all the rows in the table where the data is for Downtown, b. the field names should remain at the top of the table, and c. the remaining data should be for the Airport location.

13 In the Airport worksheet, a. sort all the data first by CarClass (Ascending), b. then by Year (Ascending), c. then by Quarter (Ascending). 0.3 Insure that all cells with data have been selected. 14 In the Airport worksheet, a. add a new column head AvgRev that calculates the Average Revenue for a row, b. add a formula to calculate the AvgRev by dividing the Revenue by the NumCars for all rows in the table, and c. use 2 decimal points in the values. d. Column adjustment may be needed to insure both the title and the data is visible. e. Use the formatting instructions in the Comments.

0.5 The format of the table should be extended to the new column. Use the following text format: Arial 10 point Bold Insure all of the data values for AvgRev are Currency Format (using the Format Cells option). 15 In the Airport worksheet, a. create a range named AE that includes every AvgRev value for Economy cars, and b. create a range named AP that includes every AvgRev value for Premium cars. 0.4 AE stands for Airport Economy, AP stands for Airport Premium. 16 In the Airport worksheet, a. on the third row below the final row of the data, b. create a label called Average Quarterly Revenue per Economy Car (Airport). c.

Use the formatting instructions in the Comments. 0.3 Use the following text format: Arial 10 point Bold 17 In the Airport worksheet, a. in the first fully visible cell to the right of the label, b. calculate the Average Quarterly Revenue per Economy Car (Airport) using the average function and the named range AE. Insure the Average is Currency format with two decimal points. No credit will be awarded if anything other than AE as the function range is used instead of the named range. 0.5 Use the following text format: Arial 10 point Normal 18 In the Airport worksheet, a. on the fourth row below the final row of the data, b. create a label called Average Quarterly Revenue per Premium Car (Airport). c.

Use the formatting instructions in the Comments. 0.3 Use the following text format: Arial 10 point Bold 19 In the Airport worksheet, a. in the first fully visible cell to the right of the label, b. calculate the Average Quarterly Revenue per Premium Car (Airport) c. using the average function and the named range AP. Insure the Average is Currency format. d. Use the formatting instructions in the Comments. No credit will be awarded if anything other than AP as the function range is used instead of the named range.

0.4 Use the following text format: Arial 10 point Normal 20 In the Airport worksheet, 0.75 Requirement Points Allocated Comments a. create a bar chart that clearly shows the average revenue per economy car versus the quarter for 2015. b. Provide an internal chart title that explains what is portrayed on the graph. c. Place the chart to the right of the data. 21 In the Airport worksheet, a. create a bar chart that clearly shows the average revenue per premium car versus the quarter for 2015. b. Provide an internal chart title that explains what is portrayed on the graph. c.

Place the chart to the right of the data and below the first chart. 0.75 For the questions below, present your answers in a very readable format under the data. These answers may be placed on the page below your chart if there is not sufficient room on page 1. Do not let the answers be "split" over more than one page. You can type your answer in one cell (in Column A), then highlighting and selecting several rows and columns, selecting merge cells and selecting Wrap Text.

Do NOT widen the columns as this will adversely impact the appearance of the data above. You will want to change the text from Center to Left justification. Play with this a bit. If you simply type your answer on a single line in Column A, that will also be ok. But be sure the entire answer can be read without the reader having to change any formatting.

22 Question1: Is there a trend that is shared between the Economy and Premium average revenue per car based on the two graphs? Along with the yes or no explain why there is or why there is not a trend. a. Label your response Question 1. Answer this question in 2 to 3 sentences after the average revenue per premium car (airport). DO NOT change your spreadsheet.

Just respond to the question. (1.0) b. Readability, format and location (0..2 Use the following text format: Arial 10 point Normal/Black Align text left in the cell Position on worksheet 23 Question 2: Explain one possible cause for the average revenue per share in Q3. The answer should relate to both economy and premium cars. a. Label your response Question 2. Answer this question in 2 to 3 sentences in a new row under your response to Question 1.

DO NOT change your spreadsheet. Just respond to the question. (1.0) b. Readability, format and location (0..2 Use the following text format: Arial 10 point Normal/Black Align text left in the cell Total Points 10 Analysis By Name: Class/Section: Project: Date Due: Data Year Quarter Location CarClass Revenue NumCars 2015 Q1 Airport Economy 2,, Q1 Airport Premium 9,, Q1 Downtown Economy 3,, Q1 Downtown Premium 1,, Q2 Airport Economy 2,, Q2 Airport Premium 0,, Q2 Downtown Economy 5,, Q2 Downtown Premium 6,, Q3 Airport Economy 0,, Q3 Airport Premium 2,, Q3 Downtown Economy 4,, Q3 Downtown Premium 1,, Q4 Airport Economy 3,, Q4 Airport Premium 6,, Q4 Downtown Economy 2,, Q4 Downtown Premium 9,, Q1 Airport Economy 6,, Q1 Airport Premium 1,, Q1 Downtown Economy 5,, Q1 Downtown Premium 2,, Q2 Airport Economy 6,, Q2 Airport Premium 6,, Q2 Downtown Economy 8,, Q2 Downtown Premium 5,, Q3 Airport Economy 3,, Q3 Airport Premium 5,, Q3 Downtown Economy 3,, Q3 Downtown Premium 3,, Q4 Airport Economy 5,, Q4 Airport Premium 7,, Q4 Downtown Economy 1,, Q4 Downtown Premium 7,, Q1 Airport Economy 9,, Q1 Airport Premium 2,, Q1 Downtown Economy 2,, Q1 Downtown Premium 3,, Q2 Airport Economy 7,, Q2 Airport Premium 1,, Q2 Downtown Economy 1,, Q2 Downtown Premium 4,,602 Sorted Year Quarter Location CarClass Revenue NumCars 2015 Q1 Airport Economy 2,, Q1 Airport Premium 9,, Q2 Airport Economy 2,, Q2 Airport Premium 0,, Q3 Airport Economy 0,, Q3 Airport Premium 2,, Q4 Airport Economy 3,, Q4 Airport Premium 6,, Q1 Airport Economy 6,, Q1 Airport Premium 1,, Q2 Airport Economy 6,, Q2 Airport Premium 6,, Q3 Airport Economy 3,, Q3 Airport Premium 5,, Q4 Airport Economy 5,, Q4 Airport Premium 7,, Q1 Airport Economy 9,, Q1 Airport Premium 2,, Q2 Airport Economy 7,, Q2 Airport Premium 1,, Q1 Downtown Economy 3,, Q1 Downtown Premium 1,, Q2 Downtown Economy 5,, Q2 Downtown Premium 6,, Q3 Downtown Economy 4,, Q3 Downtown Premium 1,, Q4 Downtown Economy 2,, Q4 Downtown Premium 9,, Q1 Downtown Economy 5,, Q1 Downtown Premium 2,, Q2 Downtown Economy 8,, Q2 Downtown Premium 5,, Q3 Downtown Economy 3,, Q3 Downtown Premium 3,, Q4 Downtown Economy 1,, Q4 Downtown Premium 7,, Q1 Downtown Economy 2,, Q1 Downtown Premium 3,, Q2 Downtown Economy 1,, Q2 Downtown Premium 4,,602 Airport Year Quarter Location CarClass Revenue NumCars AVERAGE 2017 Q1 Airport Economy 9,,.

Q1 Airport Premium 2,,. Q1 Airport Economy 6,,. Q1 Airport Premium 1,,. Q1 Airport Economy 2,,. Q1 Airport Premium 9,,.

Q2 Airport Economy 7,,. Q2 Airport Premium 1,,. Q2 Airport Economy 6,,. Q2 Airport Premium 6,,. Q2 Airport Economy 2,,.

Q2 Airport Premium 0,,. Q3 Airport Economy 3,,. Q3 Airport Premium 5,,. Q3 Airport Economy 0,,. Q3 Airport Premium 2,,.

Q4 Airport Economy 5,,. Q4 Airport Premium 7,,. Q4 Airport Economy 3,,. Q4 Airport Premium 6,,.00 ERROR:#NUM! Year Quarter Location CarClass Revenue NumCars 2015 Q1 Airport Economy 2,, Q1 Airport Premium 9,, Q1 Downtown Economy 3,, Q1 Downtown Premium 1,, Q2 Airport Economy 2,, Q2 Airport Premium 0,, Q2 Downtown Economy 5,, Q2 Downtown Premium 6,, Q3 Airport Economy 0,, Q3 Airport Premium 2,, Q3 Downtown Economy 4,, Q3 Downtown Premium 1,, Q4 Airport Economy 3,, Q4 Airport Premium 6,, Q4 Downtown Economy 2,, Q4 Downtown Premium 9,, Q1 Airport Economy 6,, Q1 Airport Premium 1,, Q1 Downtown Economy 5,, Q1 Downtown Premium 2,, Q2 Airport Economy 6,, Q2 Airport Premium 6,, Q2 Downtown Economy 8,, Q2 Downtown Premium 5,, Q3 Airport Economy 3,, Q3 Airport Premium 5,, Q3 Downtown Economy 3,, Q3 Downtown Premium 3,, Q4 Airport Economy 5,, Q4 Airport Premium 7,, Q4 Downtown Economy 1,, Q4 Downtown Premium 7,, Q1 Airport Economy 9,, Q1 Airport Premium 2,, Q1 Downtown Economy 2,, Q1 Downtown Premium 3,, Q2 Airport Economy 7,, Q2 Airport Premium 1,, Q2 Downtown Economy 1,, Q2 Downtown Premium 4,,602

Paper for above instructions

Case Study Analysis: Gateway Hospital

Introduction

Gateway Hospital, a 500-bed tertiary-care facility situated in a metropolitan area, is confronting a myriad of organizational challenges. An employee satisfaction survey indicates significantly low morale, high turnover, and a reputation as a difficult workplace environment. Furthermore, financial strains attributable to payor mix changes have further exacerbated the situation, necessitating urgent interventions. This paper aims to address the organizational development (OD) interventions needed to enhance employee morale and operational efficiency, outlines the procedural strategies the consultant should take, discusses necessary skill sets for practitioners, and proposes a timeline for the required changes.

Organizational Development Interventions

Given the multifaceted challenges facing Gateway Hospital, several OD interventions can be employed to address employee dissatisfaction, enhance communication, and revive teamwork.
1. Culture Change Initiatives: Initiating a comprehensive culture change program will be critical. This involves redefining the organizational values to foster a more supportive environment, where employees feel valued and engaged (Schein, 2010). Strategies could include workshops and training sessions focused on communication and collaboration.
2. Team Building Exercises: Team-building activities can help mend the poor teamwork and communication breakdowns highlighted in the employee surveys. Group problem-solving events encourage staff to work together, improving relationships and trust among departments (Katzenbach & Smith, 2005).
3. Transparent Communication Platforms: Establishing regular forums for open communication will empower employees to voice their concerns and provide feedback. Platforms such as town hall meetings, suggestion boxes, and anonymous surveys can help bridge communication gaps (Edmondson, 2003).
4. Job Redesign and Role Clarity: The hospital can benefit from initiatives aimed at job redesign. Clearly defined jobs and responsibilities can lead to reduced stress among staff, enhancing both employee satisfaction and patient care (Hackman & Oldham, 1976).
5. Performance Recognition Programs: Implementing an employee recognition program will help improve morale by acknowledging hard work and dedication. Recognitions could range from verbal praises to formal awards (Kumar & Poonam, 2013).

Consultant Approach

As a consultant, it is vital to adopt a systematic approach to diagnose and address organizational issues.
1. Conduct a SWOT Analysis: Identifying organizational strengths, weaknesses, opportunities, and threats will provide a comprehensive overview of areas needing attention (Helms & Nixon, 2010).
2. Engage with Employees: Active engagement with staff through focus groups and interviews would yield qualitative insights. Understanding the root causes of dissatisfaction and turnover requires first-hand accounts from those within the organization.
3. Data Analysis: The consultant should collect and analyze relevant data, including turnover rates, exit interview findings, and employee survey results. Analyzing this data will help identify patterns and inform strategic decision-making.
4. Develop Interventions: Based on the insights gathered, the consultant should collaborate with hospital leadership to create tailored interventions aimed at both immediate relief and long-term cultural change.
5. Evaluation Metrics: Establish key performance indicators (KPIs) to assess the effectiveness of implemented programs. This could include metrics like employee engagement scores, turnover rates, and patient satisfaction ratings.

Required Skill Set for Practitioners

Effective consultants in this scenario should possess a diverse skill set:
1. Interpersonal Skills: Strong communication abilities are essential for engaging with staff and management alike, facilitating discussions, and nurturing interpersonal relationships (Cottam & Cottam, 2001).
2. Analytical Skills: The ability to analyze quantitative data and qualitative input for informed decision-making is crucial (Dul & Ceylan, 2014).
3. Change Management Expertise: Understanding the dynamics of organizational change and how to implement it effectively will help maximize buy-in from staff (Kotter, 1996).
4. Facilitation Skills: Skilled facilitators can guide discussions, encourage participation, and foster an environment where members feel comfortable sharing (Schwarz, 2002).
5. Empathy: A high degree of emotional intelligence is key to understanding employee sentiments and concerns, thus informing better resolutions.

Proposed Timeline for Interventions

A structured timeline is essential to manage change effectively:
Months 1-2: Diagnosis
- Conduct initial assessments through SWOT analysis and employee engagement sessions.
- Gather data from surveys and interviews to identify key issues.
Months 3-4: Development of Interventions
- Collaborate with leadership to design specific OD interventions.
- Begin the development of materials for culture change and team-building initiatives.
Months 5-6: Implementation
- Roll-out initial programs, including team-building activities and communication forums.
- Launch recognition programs to incentivize and motivate staff.
Months 7-10: Monitoring and Adjustment
- Collect feedback on new initiatives through employee surveys and forums.
- Make adjustments to interventions based on employee feedback and performance metrics.
Months 11-12: Evaluation and Future Planning
- Review all implemented strategies and assess their effectiveness via KPIs.
- Plan for ongoing development and future initiatives to sustain improvements.

Conclusion

Gateway Hospital has the potential to transform its organizational climate and improve employee satisfaction through focused OD interventions. By implementing strategies such as culture change programs, team-building exercises, and transparent communication methods, the hospital could not only improve its staff morale but also enhance overall operational efficiency. As a consultant working with Gateway Hospital, utilizing a structured approach, maintaining an empathetic stance, and possessing a diverse skill set will be paramount for achieving success in this organizational turnaround effort.

References

- Cottam, M. & Cottam, J. (2001). The Understanding of Change in Organizations. Journal of Organizational Behavior, 22: 131-151.
- Dul, J. & Ceylan, E. (2014). The Effects of Organizational Climate on Employee Performance. Journal of Organizational Behavior, 35: 151-162.
- Edmondson, A. (2003). Speaking Up in the Operating Room: How Team Leaders Promote Communication in Surgery. Harvard Business Review, 81(5).
- Hackman, J. R., & Oldham, G. R. (1976). Motivation Through Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 16(2), 250-279.
- Helms, M. M., & Nixon, J. (2010). Exploring SWOT Analysis – Where Are We Now?. Journal of Strategy and Management, 3(3), 215-251.
- Katzenbach, J. R., & Smith, D. K. (2005). The Wisdom of Teams: Creating the High-Performance Organization. Harper Business.
- Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
- Kumar, V., & Poonam, P. (2013). Understanding Employee Engagement: A Management Perspective. International Journal of Management & Information Technology, 3(1).
- Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
- Schwarz, R. (2002). The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Coaches, and Trainers. Jossey-Bass.