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Introduction
The leadership embraced in a given institution dictates its success. Scholars believe that transformational and charismatic leadership styles can make a difference in every health organization. Medical experts have been concerned with the issue of management. However, managerial practice is usually different in the United States and the Middle East. Leadership is widely influenced by social aspects and culture (Roussel, Harris, & Thomas 2015). This discussion compares the managerial practices embraced by Cleveland Clinic Hospital and the Sheikh Khalifa Specialist Hospital.
Description: Background and History
Cleveland Clinic is one of the oldest medical institutions in the United States. The hospital was the brainchild of Frank Weed (Cleveland and Clinic 2016). The first clinic was purchased by George Crile and Frank Bunts in the late 19th century. Crile later organized an American military medical facility in France during the First World War (Cleveland and Clinic 2016). The individuals constructed a new clinic in Cleveland after the war. By 1921, the clinic had over 60 employees. The owners constructed a laboratory to cater to the needs of the targeted population.
Samuel Mather, an American philanthropist, played a critical role in reestablishing the hospital after the 1929 fire disaster. Lower and Crile identified new leaders to manage the institution in 1942. A new board of governors (BOG) was instituted to manage the facility in 1954. Presently, the board works with administrators to outline the best policies for the organization. The facility expanded in an attempt to deliver satisfactory services to more patients (Cleveland and Clinic 2016).
Research is something taken seriously in this organization. For instance, organizational records indicate that the Cleveland Clinic Lerner Research Institute (CCLRI) spends over 250 million dollars annually for research activities. Today the facility is a leading provider of management and technological systems. The hospital delivers the best treatment regimes for cardiovascular disease. The hospital currently operates 12 affiliates in Abu Dhabi, Nevada, Ohio, and Florida.
The ‘Sheikh Khalifa Specialist Hospital delivers high tertiary healthcare standards’ (Sheikh Khalifa Specialty Hospital 2016, para. 1). The specialist hospital combines a wide range of medical technologies, healthcare solutions, and international designs to address the ever-changing needs of many patients. The hospital was ‘opened in February 2013 the same year by the UAE Supreme Council Member and Ruler of Ras Al Khaimah, His Highness Sheikh Saud Bin Saqr Al Qasimi’ (Sheikh Khalifa Specialty Hospital 2016, para. 4).
The hospital aims to enhance the economic strength of the United Arab Emirates (UAE). His Highness Sheikh Khalifa Bin Zayed, the UAE president, supports several ideas that can transform the lives of many citizens. The facility has 248 beds thus making it the largest specialist facility in the region. The medical facility is managed by the Seoul National University Hospital in South Korea (Sheikh Khalifa Specialty Hospital 2016).
The facility has several medical departments and units that ‘meet the highest international requirements and standards’ (Sheikh Khalifa Specialty Hospital 2016, para. 5). This medical facility was therefore constructed by Sheikh Khalifa’s goal of providing reliable medical services to more clients.
Key Points: Environ, Governance, Strategy, Organization, and Performance
Sheikh Khalifa Specialist Hospital
Environ
Sheikh Khalifa Specialist Hospital operates in a politically stable environment. The Middle East is expanding very fast in terms of economic sustainability. The UAE is characterized by good political and economic policies. The medical facility has added a distinctive milestone in the region’s healthcare sector. The hospital has transformed healthcare delivery (Sheikh Khalifa Specialty Hospital 2016).
Governance and Strategy
Sheikh Khalifa Specialist Hospital is associated with a powerful governance strategy. The Seoul National University Hospital uses a powerful approach to deliver quality medical care. The university presents numerous ideas for the hospital’s workers.
Effective material management ensures all caregivers have access to different medical resources. The institution’s business strategy is guided by the visionary leadership of Sheikh Khalifa Zayed Al Nahyan. To streamline the service delivery process, the leaders focus on three medical specialties. These include cardiovascular, oncology, and neuroscience (Sheikh Khalifa Specialty Hospital 2016).
The leaders provide adequate competencies to the practitioners. The institution identifies the diverse needs of the targeted community members. As well, the facility collaborates with other hospitals to improve service delivery. The practitioners are informed about the major core values associated with the institution such as teamwork, quality, integrity, and respect (Sheikh Khalifa Specialty Hospital 2016).
Organization and Performance
One of the striking features of this facility is that it focuses on the vision of the UAE’s president. The leaders work hard to enhance sustainable healthcare development. The ultimate goal is to provide quality life to many citizens. The major managerial positions are held by the Seoul National University Hospital (Sheikh Khalifa Specialty Hospital 2016). South Korean professionals provide quality education to local workers to deliver outstanding services.
The exemplary performance of this institution is attributed to Sheikh Khalifa’s visionary leadership. The managers use the best resources to provide world-class health services in the above three specialties. The institution has both shared and private rooms depending on the needs of different patients. The presence of Arabic interpreters is something that makes the facility outstanding (Sheikh Khalifa Specialty Hospital 2016). Advanced technologies are used to improve health service delivery. This organizational structure contributes a lot to the hospital’s performance.
Cleveland Clinic
Environ
Cleveland Clinic follows the American spirit of healthcare delivery. Being one of the oldest healthcare organizations in the US, the facility relies on research to understand the major issues affecting the global population. The political and economic climate of the US offers the best environment for effective health practice. The institution offers quality care in different specialties such as diabetes, cancer, cardiology, geriatrics, nephrology, orthopedics, pulmonary, neurology, rheumatology, and urology (Cleveland and Clinic 2016). The facility is among the leading providers of safe medical services. It has opened new clinics in different parts of Ohio. Other hospitals are found in Florida, the United Kingdom, and the United Arab Emirates.
Governance and Strategy
The governance of this institution is in the hands of a Board of Governors. The BOG allows the chairman to consider the most desirable practices towards effective healthcare delivery. Each division has various departments and sections. Such divisions are managed by chairs (Cleveland and Clinic 2016). The chairs consider specific factors such as resources, location, and patient needs to improve service delivery.
The strategic approach used by the facility is guided by its departmental framework. The institution is grouped as an academic facility. This means that research is what guides every approach to disease treatment and management. The departmental chairs guide their followers to offer the best health support (Cleveland and Clinic 2016).
Organization and Performance
The hospital’s ‘organizational structure ensures there are chairs and departmental leaders to oversee the performance of different practitioners’ (Cleveland and Clinic 2016). The BOG makes specific policies that can transform the facility’s performance. Decision-making is done by the chairs. However, the followers are always encouraged to present their inputs to ensure every client gets quality care.
The strategic approach associated with this hospital plays a critical role in improving the level of performance. The research contributes a lot to its commendable performance. For instance, the institution is recognized as one of the leading providers of management and technological systems around the globe. The institution’s specialties are admired globally because of its ability to deliver quality disease management.
Issues and Problems
These two medical facilities deliver quality care to their patients. However, the organizations struggle with various issues thus being unable to realize their goals. To begin with, Sheikh Khalifa Specialist Hospital is a young facility that provides medical services to many patients (Sheikh Khalifa Specialty Hospital 2016). As a result, the facility requires more research platforms to address the unique health issues affecting many people in the region. The organization’s leadership is vertical. Caregivers must consider the ideas provided to them by the South Korean team. These issues have created a mentorship gap that affects the nature of performance.
On the other hand, Cleveland Clinic is a leading provider of client-centered care. However, the facility has adopted a uniform mode of leadership across its departments. Its American clinics offer consummate services to targeted clients. The other affiliate hospitals in Abu Dhabi and Riyadh embrace similar managerial strategies. As a result, the hospital faces some social and cultural differences in these regions (Cleveland and Clinic 2016). As well, decision-making remains centralized thus making it impossible for many caregivers to maximize their potentials.
Discussion
These two facilities are committed to the changing demands of their target populations. Cleveland Clinic provides the required resources to improve the quality of various research findings. Sheikh Khalifa Specialist Hospital has what it takes to support the president’s vision of a healthy and prosperous nation (Sheikh Khalifa Specialty Hospital 2016). However, some recommendations and changes will play a positive role in realizing these health goals.
Way Forward
Sheikh Khalifa Specialist Hospital should outline the best recommendations for delivering quality care. For instance, the leaders at the institution should embrace new managerial practices that are culturally-sensitive. A culturally-sensitive caregiver will address the health issues affecting his or her clients (McGonigle & Mastrian 2015). The institution should collaborate with other hospitals to improve the region’s health systems. Decision-making should be made by the needs of the population. Research must be encouraged to ensure the hospital provides timely care to more persons with diverse needs.
Cleveland Clinic can minimize the level of autocracy. This approach will empower more practitioners and make them passionate about their roles. Cultural competence should become a new value for the institution (Patole 2015). This approach will ensure more clients receive better care. These new changes will augment its current healthcare philosophy.
Conclusion
The role of hospitals is to ensure the targeted patients receive exemplary medical care. Positive leadership practices have the potential to improve the quality of services available to more patients. Leaders should possess specific competencies to support the needs of their followers. A culturally-sensitive leadership approach will be essential for these two facilities (Karadag 2015). The managers should involve different stakeholders to maximize the quality of care. The presented recommendations will, therefore, improve the services delivered by the two healthcare facilities.
List of References
Cleveland and Clinic. 2016. Web.
Karadag, E 2015, Leadership and Organizational Outcomes, Springer, New York.
McGonigle, D & Mastrian, K 2015, Nursing Informatics and the Foundation of Knowledge, Jones and Bartlett, Burlington.
Patole, S 2015, Management and Leadership: A Guide for Clinical Professionals, Springer, New York.
Roussel, L, Harris, J & Thomas, T 2015, Management and Leadership for Nurse Administrators, Wiley, New York.
Sheikh Khalifa Specialty Hospital. 2016. Web.
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