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MedStar St. Mary’s Hospital is one of the leading health care providers in the United States of America. The hospital delivers several health care services, such as inpatient, outpatient, surgical, emergency, pulmonary, and cardiac rehabilitation. As such, the hospital’s mission is to maintain and improve health standards within the community. Driven by its vision and objectives, the hospital has risen to be one of the leading hospitals in Maryland and Washington, D.C. However, the current challenges of budgetary constraints and shortage of hospital personnel have forced MedStar St. Mary’s Hospital to reform its culture in order to serve its community effectively and be economically viable.
To survive the ever-changing environment, MedStar St. Mary’s Hospital regularly manipulates its cultural variables to suit the changes. In this regard, the hospital has identified various elements that affect the hospital and its culture. Some of these factors include the external environment, management, physicians’ confusion, and discussions. Since its inception, MedStar St. Mary’s Hospital has correlated its internal variables with external variables to adapt to dynamic changes in the outside environment. For instance, the hospital’s extra efforts can be manifested in the success of its marketing and personnel departments. Through this act, the hospital has not only offered excellent services but also managed to compete with other hospitals in the country.
Apart from emphasizing the external factors, MedStar St. Mary’s Hospital has also directed its extra efforts towards management roles. To achieve a vigorous organizational culture, the hospital has learned to appreciate the roles played by the management personnel. In the workplace, the hospital’s management is faced with numerous challenges from a diverse labor force. As illustrated by its labor force, the hospital management opted for a culturally diverse workforce. Due to this act, the hospital delivery service has improved significantly. In addition, the hospital’s staff relationships have improved, leading to a reduction of ethnicity incidences. Despite these gains, the hospital management teams are urged to work relentlessly to eliminate all factors that compromise the institution’s culture.
In the past, MedStar St. Mary’s Hospital promoted some of its physicians to top managerial positions. However, it was noted that these physicians were promoted despite their incompetence in managerial tasks. As a result, the hospital’s management tasks have been compromised. To overcome these challenges in the future, I recommend that only physicians with appropriate knowledge in management should be promoted for a complete cultural shift. Similarly, the hospital should consider training promoted physicians with appropriate management skills.
Another major challenge facing the hospital’s culture is coping with conflict in the place of work. It has come to our notice that some physicians abuse our nurses verbally. As a result, the victims have always been depressed, leading to a drop in their performance. In this essence, we would like to warn our personnel to cease engaging in such vices. Nevertheless, if anyone is found perpetrating these acts, he or she will be punished appropriately. Instead, physicians are called upon to mediate and reason systematically to thwart incidences of conflict in the workplace. With a transformed culture, the hospital would not only be conducive to every person but also would improve its health care services. In this respect, we encourage our staff members to work together in order to improve the hospital’s culture.
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