Marketing 520

Conflict Resolution at General Hospital

Enrique Heredia

Business 520 Leadership & Organizational behavior

Jelena Vucetic

Abstract

CEO Mike Hammer has been having issues with General Hospital success. Its highly respected facility has experienced a dramatic nosedive as its occupancy rate has dropped and cost remained the same. Hospital occupancy has decreased from an average of 90% occupancy in it facility to 65% occupancy. This big drop of occupancy has been one of many concerns for CEO Mr. Hammer. At the moment the hospital is also experiencing a drop in revenue due to its loss of patients that have drifted to other medical centers and its growth in patients that are covered by government health insurances plans. In fact, it has experiences a 35% increase in Medicare and Medicaid patients during this time, which generate significantly less revenue than private health insurance plans.

Competition has been fierce for General hospital. Its biggest competitor is a nearby medical center that has been expanding due to its renovation and state-of-the-art equipment creating a flow of income, while General Hospital strategy remains the same. General Hospital goal is to cut cost and increase revenue to stay above water, but must figure out a way to do so to remain competitive. Mr. Hammer has given COO Marge Harding permission to administer the hospital fire selected employees to drop cost. Ms. Harding deciding to fire the hospitals highly knowledgeable EKG interpreter, Dr. Boyer. After many misinterpreted data from computerized EKG translations occurred, many issued arisen and the Hospital was at risk of losing personnel and was on the brinks of lawsuits from its poor performance handed down to its patients.

Discuss the conflict that is occurring at General Hospital.

Mr. Hammer strategy was to hire chief operating office (COO) Marge Harding to administer the hospital to recreate ways to reform the hospital strategy. The plan was to cut cost and to increase...