Health Service Management Letter To The Ceo Case Study

Health Services Management Case Studies: Module 4

Carolann Stanek

University of Mary Health Services Management Case Study: Module 4

Letter to the CEO Case Study The patient experience is paramount to the satisfaction of patients and families, employees, and to the overall reputation of an organization. A patient with a poor experience, will likely not seek care at the same facility when the next need arises (Dunn, 2011). A physician, who underwent quadruple bypass surgery, and his RN wife, experienced an 11-day hospital stay in which they identified many system and process failures, near misses, and service opportunities, ultimately marring the entire experience (McAlearney & Kovner, 2013). Rather than dismissing these events

Roussel, Thomas and Harris (2016) wrote that an effective leader sets expectations and addresses nonperformance. In this case, the CEO needs to set patient satisfaction and experience as a priority and hold staff accountable to improving performance. If I was the CEO, I would form a patient experience advisory committee including several patients and clinical and ancillary members of most of the disciplines and departments. To address patient experience issues, the experience must be understood from the patient’s perspective (McAlearney & Kovner, 2013). The patient and his wife offered to participate resolving these issues and I would make sure to include them on this advisory committee.

I would not presume to know, as the CEO, what specific steps need to be taken to resolve the specific issues; instead, I would lean on the advisory committee to offer front line solutions to the problems. I would instill that the mission of this advisory committee would be to increase the number of patients delighted in the care they receive through service and quality (White & Griffith, 2016). This committee should continue to be brought back to the focus, the patient, in every issue or concern that it seeks to

According to Roussel, Thomas and Harris (2013), proper management of performance is key to an effective workforce. A leader can drive performance by setting expectations, routinely evaluating performance with data, using peer review as needed, and praise (Roussel, Thomas, & Harris, 2013). These are the processes I would put in place as CEO for this organization. I would set the expectation, routinely monitor data and advisory committee work via minutes, encourage peer review as needed, and by praising staff for the progress made. These steps will help ensure a sustained change in culture and improve patient experience and satisfaction is achieved; not an easy task, but one that can collectively be