Saturday, February 22, 2020

Business Decision Document and Evaluation Assignment

Business Decision Document and Evaluation - Assignment Example This is based upon a number of ethical considerations and leadership and "business scorecard" approaches to decision making which have taken into account all the exogenous and internal factors present here which should ultimately affect the bidding contract and the willingness of the stakeholders to participate in an activity which is profitable and ethical. 3. In my advice I have taken into account the special consideration of being able to foresee arrangements under the Private Finance Initiative (PFI) where the Hospital will be subsequently leased to the public sector/NHS.I have been made aware of the strong preference of our investment partners as to the presence of a single hospital serving the entire district in the interests of attracting specialists and for better economies of scale. However it has to be understood that the transport links across the district are not good with very poor bus services particular from and to the east side of the district. Overall it will be a better decision to have to more than one hospital. In the absence of that initiative then it is better to decide upon a site that has better access to transport and fewer access problems. The decision document and its relevant considerations 4. Poor transport linking is the obvious problem with Site A (Old Colliery) which is a disused mining site situated in the east of the district. This is because it has been stated that the transport links are poor. This may be an economical site due to the low quality environment and the availability of cheap labour however this may not be worth the ethical issues which would arise due to the doubts as to health issues here. I have been made aware of the unconfirmed rumours that part of the site was used at one time as a hazardous chemical dump and the unhealthy environment around the site which lacks greenery for the safety of the patients. 5. Coming to Site B (Dams Nature Reserve) I have been made aware that the site has the advantage of being accessible and acceptable for the residence of the professional staff. However I have also been made aware of the fact that the nature reserve itself has been declared a Site of Special Scientific Interest (SSSI) due to the presence of Great Crested Newts in some of the ponds and wetlands. I have also been told about the "Newts" and the financial strategy being offered to rid of these "Newts" with the involvement of the local area authority. However based on my personal ethics and professional values I would strongly oppose such a measure and although I would have chosen this site for what it offers I cannot approve of the means of procuring it. 6. The third site is the Site C: (Derelict Woolen Mill Complex) which is my primary choice for this hospital(s)l. This is primarily due its good motorway access here and the reasonable accommodation rates so the place does not become unaffordable for the poor patients converted into apartments. The only problem should be parking and further

Thursday, February 6, 2020

The merger between two health care systems Research Paper

The merger between two health care systems - Research Paper Example management overlooked potential distrust from local care providers, it also did not focus on the overall inefficiencies as well as the market forces that come about during a merger. Furthermore, the new entity did not have cost-saving skills needed to keep the company a float after the merger; they combined this with poor cultural knowledge and team leadership needed to deal with losers and winners in the arrangement. Pennsylvania witnessed what could potentially be their largest health system yet in the 7th month of 1997 through the creation of Penn State Geisinger Health System. At first, the new unit now had 1342 beds, 1000 physicians, 77 outpatient clinics, 3 hospitals, 1 drug treatment facility as well as patients from about 40 counties in central Pennsylvania (Sidorov, 2003). During the formation process, the two former organizations needed to decide upon executive leadership, so they came up with a methodology for creation of a new board. They took a 50-50 split between board members from both health systems; however, Geisinger got the upper hand in this regard because its representative was the chairperson. He had the power to break ties during votes and he contributed towards a higher ratio of members from his own company; this implies that executive decisions were now skewed towards the chairperson’s former organization. Not all the aspects of the two companies were dissolved as Pen State Hershey would be retaining control of the college of Medicine that was under Hershey Medical Center. Several changes took place throughout the organization; for instance, the Health Plan under Geisinger now became a joint plan whose name accommodated the new change. This had the advantage of increasing the customer base to about a million for the HMO and expanded the geographic regions from which consumers came. The merged unit still maintained the regional demarcations that had been used by Geisinger, and only added Penn state HMC as a forth region which would