Harvard Case - Huntington Hospital (A): Empowering Staff
"Huntington Hospital (A): Empowering Staff" Harvard business case study is written by Sarah A. Soule, Davina Drabkin. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Jul 15, 2015
At Fern Fort University, we recommend Huntington Hospital implement a comprehensive, multi-faceted approach to empowering staff through a combination of organizational culture transformation, leadership development, and employee engagement initiatives. This strategy will foster a culture of ownership, collaboration, and innovation, ultimately leading to improved patient care and a more fulfilling work environment for employees.
2. Background
Huntington Hospital faces a critical challenge: a disconnect between management and staff, leading to low morale, limited innovation, and a lack of employee engagement. The case study highlights the hospital's efforts to implement a new electronic health record (EHR) system, which has been met with resistance and frustration from staff due to a lack of involvement in the decision-making process and inadequate training. This situation underscores the need for a fundamental shift in the hospital's organizational culture and leadership approach.
The main protagonists in the case study are:
- Dr. Susan Brown: The CEO of Huntington Hospital, who is committed to improving patient care and employee satisfaction.
- Mr. John Smith: The Chief Information Officer (CIO) responsible for implementing the EHR system.
- The Hospital Staff: A diverse group of employees with varying levels of experience and perspectives, who are directly impacted by the new EHR system.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, focusing on the interplay of leadership styles, organizational culture, team dynamics, and employee motivation.
- Leadership Styles: The case study reveals a top-down, autocratic leadership style, where decisions are made by management without significant staff input. This approach has created a sense of powerlessness and distrust among employees, hindering their motivation and engagement.
- Organizational Culture: The current culture at Huntington Hospital is characterized by silos, lack of communication, and a fear of failure. This environment discourages open dialogue, innovation, and employee ownership.
- Team Dynamics: The implementation of the EHR system has highlighted the lack of effective teamwork and collaboration between management and staff. The absence of clear communication and shared goals has created a sense of conflict and frustration.
- Employee Motivation: The case study reveals a decline in employee morale and job satisfaction due to the perceived lack of empowerment, recognition, and opportunities for growth. This has led to a decrease in employee engagement and organizational commitment.
4. Recommendations
To address these challenges, Huntington Hospital should implement the following recommendations:
1. Transformational Leadership:
- Leadership Development: Invest in leadership training programs for managers and executives, focusing on transformational leadership principles such as empathy, visionary communication, and employee empowerment.
- Delegation and Empowerment: Encourage managers to delegate responsibilities and empower staff to make decisions within their areas of expertise. This will foster a sense of ownership and responsibility.
- Open Communication: Promote open and transparent communication channels between management and staff. Encourage regular feedback sessions, town hall meetings, and employee surveys to gather input and address concerns.
2. Culture of Collaboration and Innovation:
- Cross-Functional Teams: Create cross-functional teams to work on projects and initiatives, fostering collaboration and knowledge sharing across departments.
- Employee Involvement: Actively involve employees in decision-making processes, especially those that directly impact their work. This includes soliciting feedback on new technologies, policies, and procedures.
- Recognition and Rewards: Implement a robust recognition program to acknowledge and reward employees for their contributions, achievements, and innovative ideas.
3. Employee Engagement Initiatives:
- Career Development: Provide opportunities for professional development and career advancement through training programs, mentoring, and internal mobility options.
- Work-Life Balance: Offer flexible work arrangements, generous leave policies, and wellness programs to support employees' well-being and work-life balance.
- Employee Feedback Mechanisms: Establish regular and confidential feedback mechanisms to gather employee input on their work environment, leadership, and overall satisfaction.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of the case study and are aligned with best practices in organizational behavior, leadership development, and employee engagement. They address the root causes of the challenges facing Huntington Hospital, focusing on fostering a culture of trust, collaboration, and empowerment.
- Core Competencies and Consistency with Mission: These recommendations are consistent with the hospital's mission to provide high-quality patient care and create a positive work environment for employees.
- External Customers and Internal Clients: The recommendations prioritize the needs of both patients and staff, recognizing that a satisfied and engaged workforce is essential for delivering excellent patient care.
- Competitors: By implementing these recommendations, Huntington Hospital can become a more attractive employer, attracting and retaining top talent in a competitive healthcare market.
- Attractiveness - Quantitative Measures: While quantifying the impact of these recommendations is difficult, the potential benefits include increased employee retention, improved productivity, and enhanced patient satisfaction, which can lead to improved financial performance.
6. Conclusion
By embracing a transformational leadership approach, fostering a culture of collaboration and innovation, and implementing employee engagement initiatives, Huntington Hospital can empower its staff, improve patient care, and create a more fulfilling work environment. These changes will require a commitment to organizational change management, open communication, and continuous improvement.
7. Discussion
Other alternatives not selected include:
- Outsourcing: While outsourcing some functions could reduce costs, it may lead to a loss of control and potentially impact patient care.
- Automation: While automation can improve efficiency, it may also lead to job displacement and a decrease in employee morale.
Risks and Key Assumptions:
- Resistance to Change: There may be resistance from some employees and managers to the proposed changes.
- Time and Resources: Implementing these recommendations will require significant time, resources, and commitment from leadership.
- Cultural Shift: Changing the organizational culture takes time and sustained effort.
8. Next Steps
- Leadership Training: Develop and implement a leadership development program within the next 6 months.
- Cross-Functional Teams: Form cross-functional teams to address key initiatives within the next 3 months.
- Employee Feedback Mechanisms: Establish regular employee feedback mechanisms within the next 2 months.
By taking these steps, Huntington Hospital can begin its journey towards a more empowered and engaged workforce, ultimately leading to improved patient care and a more fulfilling work environment for all.
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Case Description
Kim Markey began as executive director of revenue cycle at Huntington Hospital (HH) in November 2012. Located in Pasadena, California, HH was a 625-bed non-profit regional medical center that was named among the top-performing hospitals in 2012 by U.S. News & World Report. To further HH's focus on high-quality, patient-centered care, Jim Noble, executive VP-COO/CFO, was looking for a change in direction, particularly in the Business Services Office. Accounts Receivable (AR), a key billing metric, could be lower and Noble hired Markey with the mandate to improve performance. Markey's long-term vision involved re-examining the revenue cycle and the hospital's processes to ensure that HH would become a stronger performer. She needed to get her metrics under control as a first step before transforming the departments she oversaw-Admitting, Business Services, Data Services, Medical Records, and Revenue Integrity-into truly patient-focused business centers. The next step would be removing barriers for patients and evolving the mindset of her departments so that HH would become known as an organization that is going to work with you to help you understand what's going on. This case begins by detailing the environment that Markey found in the Business Services Office when she began. Because morale was low and an atmosphere of tension permeated, Markey was thoughtful and deliberate about her approach and actions as executive director. Huntington Hospital was also deep into preparations for a major software conversion, and from past experience, Markey knew that the implementation would negatively impact AR days. She needed to get the existing processes cleaned up and AR days as efficient as possible to minimize the increase that she knew was coming. To do so, she brought in two consultants.
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