General Hospital

In: Business and Management

Submitted By stanislaus
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Discuss the management conflict styles that are evident in the case.

Let’s take a glance at General Hospital with regard to its structure at the time that the respective case at bar presents itself. The details of the case advises that General Hospital was formed in 1968 and was a non profit hospital in the northeast region. It’s not a very large hospital but does find itself in a nominal growth pattern from “175 beds to 275 beds.” General Hospital was limited in the services it could perform and we can assume that cost to maintain a diverse and well-skilled medical team and state of the art equipment was not being looked for consideration for nearly twelve to fifteen years. This conclusion is drawn from the initial details of the case (p. 545), as follows: “. . . General Hospital entered an agreement with a nearby medical center to provide patient services that it wasn’t able to provide itself. . .” Over a twelve year period General Hospital has approximately 90% of its beds occupied, but what its management was not prepared for was that that very same “nearby medical center to which its physicians and staff were referring new people over a twelve year or more period, positioned itself to eliminate the need for the referrals from General Hospital and increased its resources and state of the art equipment for direct application for services from the general public. Subsequently, “General Hospital’s occupancy dropped from 90% occupied to 65 percent, forcing it to “drop services that it was unable to compete. General Hospital’s nightmare of a speedy demise became more threatening when 35 percent increase on Medicare and Medicaid patients, Because of the fact that the very nature of “these governmental health programs generate significantly less revenue than private health care plans.” (p. 545).

On an organizational level, Mike Hammer Chief…...

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