Gateway Hospital health and medicine homework help
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 â€œeat their youngâ€ 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
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 â€œknee jerkâ€ 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 employeeâ€™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 â€œpeopleâ€ issues of the organization,
there will need to be a culture shift of leadership and employee interactions so that a trust
can be rebuilt.
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?