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Introduction
Mount Auburn Hospital has faced multiple problems during its exitance due to improper management by the previous administration and its leader. The heightened tension and lack of budgeting caused multiple doctors to leave their positions. In addition, the hospital lacked the equipment to conduct operations and procedures. The prime issues at the time were the lack of funding and capital constraints (Robers & Kanji, 2006). The main subject that the article deals with is the issue of management in the time of crisis or uncertainty. Currently, the issues that hinder Mount Auburn Hospital expansion are restrictions imposed by governmental regulation roadblocks, and local neighborhood opposition.
The Solutions to the Main Problem
The main problem of the hospital was inadequate leadership and poor administration tactics. Jeanette Cough took a different approach to her position by organizing President’s Forums where she could speak about the issues in the hospital. Due to the time arrangements of the forums, she was able to reach practically all employees. In addition, she built a new management team that had highly reliable people (Robers & Kanji, 2006). Capital constraints were solved through a plethora of methods, which included creating a new job position specifically for revenue management and revising the insurance collection process. In addition, the new administration took to ensure that the hospital’s work was in line with coding guidelines before patients’ visits.
Recommended Solutions
There are several solutions that could be implemented to solve the current issues. The most severe issue that the hospital expansion faces is the public uproar about the peace and quiet of the neighborhood as well as the integrity of certain historic buildings. The subsequential governmental restrictions come from the same source; therefore, the main goal of the campaign would be to placate the community.
There are several ways that the hospital administration can reach the community as a whole. First would be creating a personal connection with the community, such as hosting or sponsoring different events that are important for the public. An example of this would be a sports competition or running a science fair on the perimeters of the hospital. Building the hospital’s online presence would be essential to the social emersion. A specific division of staff could engage on platforms such as Instagram and Twitter, providing patients and community members with updates and relevant information on the expansion. Furthermore, the hospital staff can provide their expertise through social media.
In addition, in order to make the idea of expansion more appealing, the hospital should be upfront about its sustainable organic growth strategy. Sustainable organic growth methods are more cost-effective, which ensures the prolific development of the facility. This, in turn, would create a sense of confidence and security among both the patients and the community. If the administration strives to have people put trust in their enterprise, it is essential to give them security in its future.
Outcome Expectations
The expected outcome would be the increase of favorable rhetoric towards the hospital and expansion. The people in the community would be able to accept the changes that the expansion would bring. The government would have no need to consider imposing the roadblocks that would otherwise impede the hospital’s development. Realizing the sustainable organic growth strategy would help the administration to continue to thrive, both in managing and financial terms.
Conclusion
In conclusion, Mount Auburn Hospital has undergone serious changes over the years and continues to do so by planning an expansion. The expansion is hindered by authorities and the public’s perception. The key method to avoid these hindrances is to build a connection with the local community and have a clear development policy. The preferred strategy, in this case, is sustainable organic growth which is cost-efficient.
Reference
Robers & Kanji (2006). Jeanette Clough at Mount Auburn Hospital. Harvard Business School.
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