case in Huntington Hospital
Policies in every facility make the running of the facility smooth and effective for its stuff and the clients. This is not the case in Huntington Hospital as the policies implemented are not as effective as anticipated. The systems encourage micromanaging of employees, which means dictating employees lunches and breaks, questioning employees for going late to lunch whatsoever, managing shift time by locking the office door, and giving a response via numerous emails depending on the level. The employees are not happy with this management and have resulted to ineffectiveness in the facility as it causes disengagement among the employees. Micromanagement seeks to form a fear-based culture by formulating adverse policies, which leads to many employees not being satisfied with their work environment. Thus the hospital had to come up with new strategies that could keep the employees engaged in the facility.
First, the facility needs to change from its micromanaged policies to policies that set the employees free. This includes trusting the employees to be doing the right thing even under no supervision. Letting employees be responsible for their lunch breaks and other breaks enhances ownership of responsibility as they are assured of no guidance. Communication is critical in the development of any facility. In case of a disciplinary issue, the management should seek amicable ways to correct the employee rather than pushing them to frustration and desire to resign. Again effective communication can result from trusting the employees or the middle-level managers to make decisions.
Secondly, planning is mandatory, and this involves how the facility would go about the changes in policies they had to make. A manager who is well conversant with the strategic approach was crucial, and thus, the hiring of Kim Markey was essential for the facility. She approached the challenges with a long term vision, which foresaw incorporation of the employees in management. This began by opening her door to employees for communication, a clear indication that their voice matters.
Lastly, the influence the facility has from the patients, and other stakeholders are very crucial. This is mostly encompassed with how funds are collected and their disbursement as far as the patient’s satisfaction is concerned. Patients are essential stakeholders, and who without the hospital cannot function appropriately. Top leaders initiate how well the hospital would treat patients from inpatients and outpatients. Again, billing and account receivable are vital aspects of patient’s satisfaction. Patients would either pay their bills in full or in negotiated terms, and this is only after they are satisfied with the hospitals’ services. How easy the hospital provides a convenient mode of paying for hospital services is essential in creating a lasting impression on the patient. Some hospitals would advocate payment through insurance covers, paying electronically from the comfort of their rooms, and any other mode of funding. It is up to the hospital to implement payment methods for their patients or establish all payment methods in the facility. Depending on the impression patients get from the hospital, they will spread recommendation or warning to their friends and family members.
Giving patient satisfaction a high priority will help the facility in planning, policy formulation, and implementing any change crucial in the facility. Again giving employees a voice in the facility provides them a sense of belonging. The employees would always strive to see the facility excel.