BA 101 Introduction to Business
PeaceHealth Business Researchers
Final Paper
Prepared By:
Emily Laing
Patricia Wells
Lauren Berg
March 10th, 2012
TABLE OF
CONTENTS
|
Introduction
|
Part 1:
Business in a Changing World
Chapters 1, 2 & 3
Lauren Berg
|
Part 2:
Starting and Growing a Business
Chapters 4 & 5
Patricia Wells
|
Part 3:
Managing for Quality and Competitiveness
Chapters 6, 7 & 8
Emily Laing
|
Part 4:
Creating the Human Resource Advantage
Chapters 9 & 10
Emily Laing
|
Part 5:
Marketing: Developing Relationships
Chapters 11, 12 & 13
Lauren Berg
|
Part 6:
Financing the Enterprise
Chapters 14, 15 & 16
Patricia Wells
|
Summary
|
Bibliography
|
Appendix
|
Introduction
PeaceHealth
is a large nonprofit corporation that provides healthcare within Washington,
Oregon, and Alaska. Because it is a nonprofit corporation, it focuses on
providing it’s healthcare services rather than earning a profit. It all started
in 1890 when two members of the Sisters of St. Joseph of Peace left their
convent in New Jersey to build a hospital in the small logging town of
Fairhaven, Washington. The hospital started through donations with a mission to
help those with physical aliments through Jesus Christ. Their use of a mission
without a formal business strategy proved to be sufficient in the early years
of the business, but as the business grew they reinforced their mission with a
full business strategy. By 1916 the business had expanded to five hospitals in
Washington, Alaska and British Columbia. It expanded to Oregon in 1936, and
today has a total of seven hospitals. The sisters in charge of the hospitals
decided to form a separate framework in the early 1970s. This change was
implemented in order to more successfully meet the challenges their business
faced with contemporary healthcare and also to partner with other
professionals. They were granted status as a Private Pontifical Juridic Person
in 1997, which grants them certain legislative rights. Today PeaceHealth
is a striving business comprised of 9,600 employees, 1,133 hospital beds plus
46 long-term beds, and has net revenue of $824 million.
Business in
a Changing World
Lauren Berg
PeaceHealth
dominates the healthcare market in several regions. In the Eugene/Springfield
area it is the largest healthcare provider and offers the most verity of
services, including everything from heart transplants to mental health
counseling. Although it dominates the healthcare field in the area and has
enough clients to sustain its self, it still does have competitors. PeaceHealth’s
competitors include McKenzie Willamette hospital of Springfield, private
medical businesses throughout the area, and larger hospitals that clients
travel to. Although still surviving, McKenzie Willamette has experienced less
business since the opening of PeaceHealth’s RiverBend hospital in 2008. They
even started a lawsuit against PeaceHealth claiming that they were attempting a
monopoly, but did not win.
Many
clients complain about the high prices that PeaceHealth charges for its
services. PeaceHealth is not alone with this complaint; almost all hospitals
and medical providers receive the same complaints. The high prices that medical
providers charge are the result of combination of factors. Medical professionals
must be highly skilled and go through many years of schooling; because of this
they require high pay for their services. Another reason for the high cost of
healthcare is the monopolistic competition of the health related services. Another
reason for the high prices is the governmental regulations and laws regarding
healthcare and health insurance. Also, many professionals who work at
PeaceHealth don’t actually work for them directly, but are hired through a
subcontractor, which is a large factor on the cost of their services. For
example, the physicians who work in the Emergency Department at PeaceHealth are
employed by a for-profit business called Eugene Emergency Physicians (EEP). Prices
also must remain high to help pay off PeaceHealth’s debt that has acuminated
throughout the years. One more reason for the high price of healthcare is the
never-ceasing demand for their services; people will always continue to get
sick or injured and seek assistance. Even though PeaceHealth is a nonprofit organization,
their prices remain high and not everyone can afford their services, especially
during the economic contractions.
PeaceHealth
has pride in its business ethics and social responsibility. It’s mission is to
“carry on the healing mission of Jesus Christ by
promoting personal and community health, relieving pain and suffering, and
treating each person in a loving and caring way”. PeaceHealth’s core values are
respect, stewardship, collaboration, and social justice. They believe in
providing the most “exceptional medicine and compassionate care”
that they can, and they expect their employees to comply with these core values.
Although they take great strides to help their patients, some may argue that
they are unethical in other ways, such as how they generate a large amount of
waste or how they charge high prices for their services.
Misuse
of company resources, like in most businesses, is a problem at PeaceHealth.
Some employees take home supplies, ranging from pens to expensive medical
supplies, which puts a financial burden on the organization. Another problem
that PeaceHealth faces is misuse of on-the-clock time, which puts an even
greater financial burden on the company. PeaceHealth also occasionally has to
deal with abusive and intimidation behavior, conflicts of interest, and
behavior that is not fair or honest. PeaceHealth deals with these issues in
several ways, including the implication of greater supervision. Managers and
supervisors at PeaceHealth are expected to comply with the businesses mission
and core values when reprimanding employees. If the behavior is not too
extreme, the employee will usually receive at least one warning before termination.
I
recommend that PeaceHealth make strides to have health insurance available to
more of the population. This would increase their customer base and bring in
more profits to the company. One example of a region that provides good
healthcare options to people who cannot afford insurance is the PeaceHealth
Siuslaw Region. This program, called Bridge, helps pay medical bills for people
depending on their financial circumstances. Bridge receives their funding’s
through donations. With this, many patients from different areas come to
Florence for their healthcare. Since PeaceHealth is a “system wide” corporation
I would expect each region to have the same program. I believe, because
PeaceHealth is a nonprofit and that healthcare should be a human right, they
should work on lowering their prices. Overall in this case analysis we will
discuss how the business started, the nature of their management, how they
motivate their employees, along with their marketing and financial strategies.
Starting and Growing a Business
Patricia Wells
When you or someone you care about enters a PeaceHealth facility
as a patient you are probably not concerned about the legal formation of the
corporation status. However, for a case
analysis it is a starting point to understand how the corporation began. A
corporation is a legal entity created by a state in order to keep many of the
rights, duties and powers of a person protected from its business. So basically
rather than a person entering into a contract it is the corporation and the
individual person is legally protected.
To become an
incorporated business a person or group of people must file legal documents
called articles of incorporation with the secretary of state in which they
would like to do business. A corporation
can file articles of incorporation in as many states as they would like to
operate businesses. A corporation must
elect a board of directors to oversea and manage the corporation. Members of
PeaceHealth’s board of directors embrace a leadership style that reflects their
mission and values of the Catholic health care system. The board of directors
leads in every aspect of their work and overseas the responsibilities of the
corporation. When filing the articles of in of incorporation the
corporation must provide the state with the information listed below:
1.
Name and address of
corporation
2.
Objectives of the
corporation
3.
Classes of stock and the
number of shares
4.
Expected life of the
corporation
5.
Financial capital
6.
Provisions of transferring
stock or shares
7.
Provisions of regulation of
internal corporate affairs
8.
Address of the business
office registered with the state
9.
Names and addresses of the
initial board of directors
10. Names and address of the incorporators
PeaceHealth is registered with the
State of Oregon as a foreign nonprofit corporation. The fact that it is a
foreign entity means that the original articles of incorporation were filed in
another state other than Oregon. In PeaceHealth’s case the articles of
incorporation were filed in Washington State in July of 1976 under another name
of “Sisters of St. Joseph of PeaceHealth and Hospital Services”. The
corporations name changed to PeaceHealth in October 1994. PeaceHealth also has
22 assumed business names registered in the State of Oregon. Assumed business
names are separate business that work under the larger corporation. PeaceHealth
operates many small businesses in order to make an effort to make their
businesses more flexible, resourceful, and innovative. There can also be
demographic reasons to operate many smaller businesses through assumed business
names so that they can meet more people’s needs in different regions of the state.
Also the technology advances in the medical field has increased the opportunities
for PeaceHealth to serve the community with new medical services. Sometimes large corporations think small in
order to meet the growing needs of the state in which they operate their
corporation.
There are some differences in
non-profit and for profit corporations. The non-profit corporations focus on
providing a service rather than earning a profit. It doesn’t mean that they do not need to make
a lot of money to operate the corporation.
PeaceHealth earns millions of dollars so that it can meet all of their
expenses and provide a service to those who cannot afford to pay for their
medical expenses.
PeaceHealth success may have something to do with the fact that
they consider ethics and social responsibility to their corporation. They have a great since of compassion to the
community that they serve. The also have strong morals and ethics that are the
backbone of their corporation.
Managing for Quality and Competiveness
Emily Laing
Management at
PeaceHealth is very important and plays a key role on how the company is
operated today. Management is considered “Leadership” at PeaceHealth and is
based on their day-to-day mission, values, ethics and desired culture. To carry
on their mission PeaceHealth’s management strives for great organization,
teamwork and good communication. The services PeaceHealth provides has good
inputs and great outputs to make sure, “every patient will receive safe,
evidence-based, compassionate care; every time, every touch.”
PeaceHealth’s
management has many areas for this non-profit organization. PeaceHealth
involves top management, which includes their President, CEO and Vice
Presidents. Middle management involves department managers, and first-line
management, which involves their supervisors and office managers. The reason
why there are so many types of management is because this structure makes it
easier to coordinate the use of the organization’s resources. These three types
of management not only help with the organizations resources but with the
structure of how each department is set up and makes it easier on employees
when they need to come to management for a problem or situation. Leadership at PeaceHealth is based off a
model. This leadership model expresses the view that the role of leaders is to
serve and inspire rather than simply motivate. This model reflects
PeaceHealth’s mission, values, ethics and desired culture. PeaceHealth’s
desired culture includes the values, attitudes, beliefs and behaviors that are
the essence of the organization. PeaceHealth’s organizational culture has a
strong impact on day-to-day work because it achieves their main goal.
PeaceHealth’s main goal is making sure patients are taken care of and are
satisfied.
Teamwork
is used everyday at PeaceHealth. Every department uses teamwork in order to
accomplish their goals. With teamwork comes good communication. Each department
is required to have meetings and have audits to make sure there is always room
for improvement. To improve work at PeaceHealth or make-work more efficient
management makes sure to approach problems as opportunities for innovation.
PeaceHealth
has a great example of the transformation process which inputs are converted
into outputs. The labor, money, materials and energy at PeaceHealth are
converted into pleased patients who received satisfactory healthcare.
Management makes sure that this goal is met. If this goal is taking to long to
meet PeaceHealth’s management will go to Lean thinking. What is Lean thinking?
Lean thinking is the dynamic, knowledge-driven and customer-focused process
through which waste is eliminated and the goal of created value is achieved.
This is a great example of quality control and total quality management at
PeaceHealth because it is insuring that the patients are pleased and satisfied
with their healthcare. PeaceHealth management does not only commit to one
department but all areas of the organization to make sure everyone is improving
patient satisfaction.
PeaceHealth
has established great management. By establishing this PeaceHealth has a
reflected their mission, values, ethic and desired culture. It is important for
the organization to have satisfied patients because this means the healing
mission is complete. PeaceHealth continuously learns and improves not only just
in management but also as individuals, as teams and as an organization.
I recommend that
PeaceHealth management should work on improving their customer relations. One way
they could work on this would be to give their employees consistent schedules
that are appropriate in length. This will make employees more satisfied and
help with showing and improving on compassionate care towards patients.
PeaceHealth should evaluate their administration to ensure that it is
functioning as well as it can. If
PeaceHealth implements these changes the corporation will be more profitable
and better functioning. I feel PeaceHealth has done a wonderful job on sticking
to their mission and core values. They make sure every patient gets the care
that they need through the healing mission of Jesus Christ. With being an
employee at PeaceHealth, I really appreciate that no patient leaves without the
care and medical attention they need.
Creating the Human Resource Advantage
Emily Laing
The Human Resource
Department at PeaceHealth makes up the workforce and diversity of this non-profit
organization and is responsible for motivating their employees. Historically
and today’s day and age everyone that works at PeaceHealth is considered a
Caregiver. The Human Resource Department at PeaceHealth is to make sure every
employee feels as a part of the caregiving team regardless of role or title.
Human Resources follow their leadership model at PeaceHealth, which is deeply
rooted in their identity as a Catholic healthcare system, their mission, values
and ethics. Human Resources have embraced the model by committing to growing
and developing their own leadership skills. This model expresses the view to
serve and inspire rather than to just simply motivate. Throughout the years at
this non-profit organization and great management there has been no employee
outrage or strikes. Patients are generally happy and employees stay with the
organization for many years.
A
great way of motivating employees and increasing productivity is by giving the
employees extrinsic rewards, which are benefits the employees receive from the
organization. PeaceHealth offers employees health benefits including dental and
vision, as well as employee assistance program and referral service, life
insurance, disability coverage, pre-tax flexible spending accounts, paid time
off, paid leaves of absence, tax deferred account plan, retirement plan, and
transportation benefits. PeaceHealth also offers a 457(b) savings plan,
educational assistance program, training and development, fitness facilities,
alternate/flexible work schedules and telecommuting, employee referral bonuses,
relocation assistance and lastly childcare assistance. Benefits and incentives
give employees intrinsic rewards with gratitude that they have done a great
job. With that PeaceHealth does not have much of a turnover.
With
such great benefits, incentives and many opportunities, PeaceHealth attracts a
substantial amount of internal and external employment. Human Resources and
senior executives make a promise to engage caregivers in orientation and get
them motivated to work for the organization and become successful. Once they
give the orientation, employees are trained and developed into a great
caregiver to ensure their corporations promise is fulfilled. PeaceHealth holds
this promise in the highest regard to make sure it is delivered consistently
and with every interaction. PeaceHealth states, “What is our promise? Our
promise is”…
·
What
everyone in the organization delivers on.
·
It
is the unique approach to what we do.
·
It
drives what we want to be known for.
·
It
is the everyday shortcut to our brand experience.
·
It
sums up who we are in a few words.
·
It
is the driver for our actions, decisions and messages.
·
It
is authentic, believable, differentiating, enduring, relevant and true.
With this promise caregivers are able to achieve
their goals through patient care.
PeaceHealth
has done a phenomenal job with treating employees well and making sure every
employee is motivated and has a sense of job security. Job security is an
important key factor due to the economy today.
PeaceHealth offers many opportunities for employees to excel and do
better not only for the patients, but also for themselves. Providing as many
benefits and incentives that they have, has kept PeaceHealth growing and
succeeding employment wise. Human Resources helps foster the pursuit of
knowledge and skills among all those who serve in order to provide quality
healthcare. Without such good leadership PeaceHealth would not be where they
are at today. With this, I feel PeaceHealth does not have much to work on with
their leadership skills.
Marketing: Developing Relationships
Lauren Berg
PeaceHealth is a
chain of hospitals that provide healthcare to communities. The main product
that they market is of course their healthcare services. They advertise in a
variety of ways, including billboards along highways, sponsoring events, giving
away products that have their logo, hosting health presentations, and hosting
banquets for practitioners and other important people to the business. They
also frequently receive publicity on news stations, radio, the Internet, and
newspapers. PeaceHealth has several strategies to creating and maintaining both
customer relationships and business relationships.
Maintaining a
positive view to the public is crucial for the business, and they take the
steps necessary to keep their public reputation. Because they are a large
business, they receive a substantial amount of publicity. PeaceHealth receives
publicity when it undergoes a significant change in business strategy, hospital
development, when they have severe malpractice of physicians, when a large
lawsuit occurs, and many other occasions. They also can receive positive
publicity occasionally. PeaceHealth won the Eugene Area Chamber of Commerce
“Best Business of the Year Award” because of its focus on running
sustainability with regard to finances as well as the environment. They also were
picked because of their charity care and their support to local organizations.
PeaceHealth, the largest employer in Lane County, makes a noticeable impact on
the community with its good business ethics. This has helped it gain a better
reputation and overcome competition.
PeaceHealth has a
strong marketing mix that has given it the completive edge to be successful for
many years. The business offers better dimensions of their service than do
other companies. Their business mix, which includes their appealing business
ethics, has a greater variety and perhaps greater quality of services than
their competitors offer. The hospital has a large number of specialists who
perform technical medical and psychiatric services. They also have advanced
medical technology to help them perform better. They have a set standard on how
clients are treated and in some sectors of the hospital they try to build a
trusting relationship between the client and the caregiver. This marketing mix
gives the business a stronger competitive edge.
Technology
provides PeaceHealth with many important tools for communication and efficiency
throughout the corporation. Almost every employee uses email for numerous
purposes, some of which include: developing and achieving business plans,
developing and maintaining business relationships, notifying employees about
important news, scheduling shifts, and communicating information about
patients. PeaceHealth also uses digital communication to administer much of its
financial, legal, and human resources. Many other forms of technology are used
at PeaceHealth, some of which have been mandated by the government. The
government has been imposing upon hospitals throughout the country and
instructing them to become more reliant on technology. One example of this is
the digitalization of doctors’ notes. Although disliked by many of it’s users,
the system of digitalizing notes provides many benefits: there is no longer any
struggles to read patient files, notes and files are less likely to be lost,
the information can more easily be transferred to a different department or
hospital, and the electronic note taking devise also provides doctors with
important medical information that they may have not known for each specific
patient. PeaceHealth is also doing well through their interpreter services.
They use web cameras to facilitate interpretation with interpreters from
different areas. When new products are introduced to the PeaceHealth system,
including most of their technological products, they are often tested for
quality at one hospital before the other hospitals start using them.
PeaceHealth has
been implementing their
advertisement and technological strategies perfectly. They have a strong
marketing system which, which has given the business a great advantage over the
market. Their technology advancements have given the company greater
efficiency, profit, and customer satisfaction. With new technological advances
I foresee PeaceHealth making even greater strides towards becoming an excellent
business.
Financing the Enterprise
Patricia Wells
The financial records for PeaceHealth as you can imagine are
not easy to access so my case analysis is going to be based on the year
2009. The Register Guard interviewed
Sister Monica Heeran was CEO of PeaceHealth,
one of her comments was, "No money, No mission”. PeaceHealth may be
a nonprofit
corporation, but just like any business, it needs to take in more
money than it spends. Over the years, PeaceHealth has been very successful
in managing its finances and investments so that it is able to stay in
business. But the year 2009 may be the
worst on record for PeaceHealth. According to a financial statement filed with
the state of Oregon PeaceHealth lost $63.2 million on its operations for
the fiscal year that ended June 30, 2009.
PeaceHealth is doing much better
financially since 2009 due to aggressive cut backs in all areas of their
hospitals. The Oregon hospitals had two rounds of budget cuts and were able to
trim their budget by $175 million. They did this by cutting and freezing wages
and eliminating more than 100 full-time jobs.
PeaceHealth also listened to more than 1,000 employee’s suggestions that
led to $2 million in savings. The economy slowly improved in the first
quarter of the new fiscal year and surgeries were up 18 percent, representing
people who postponed surgeries because of the recession now felt confident
enough to schedule their surgeries. Also
Hospital admissions were up 4 percent.
Here is a breakdown of PeaceHealth's
two Sacred Heart hospitals in lane country that show RiverBend actually made a
profit in fiscal 2009 of $2.2 million, while University District posted a net
loss of $9.3 million. PeaceHealth's annual expenses for operating both
RiverBend and University District totaled $518 million for the latest fiscal
year. PeaceHealth had over 4,214 employees who are paid more than $50,000 a
year in fiscal year. That was up 25 percent from just two years earlier, when
the organization had 3,364 employees paid more than $50,000 a
year. Salaries for top doctors and executives are a major expense.
PeaceHealth's five top-paid doctors collectively were paid $4.3 million in
fiscal 2008, according to the IRS filing.
Three were based in Lane County, and two in Bellingham, Washington.
Even with
its loss in fiscal 2009, the PeaceHealth system does have a big financial bank account
built up over the years. PeaceHealth's cash and investments totaled $258
million that is down from $386 million in 2008. Below is a financial
statement for 2009.
PeaceHealth FINANCES, FISCAL 2009
Operating revenue: $1.37
billion
Operating expenses: $1.43 billion
Operating loss: $63.2
million
Investment loss: $34.7 million
Total loss: $97.9
million
Source: PeaceHealth consolidated financial statements
Article by Urban
Institute
By Robert Berenson and
Stephen Zuckerman
How will Health Care Reform
affect the Hospitals? For the nonprofit
hospitals like PeaceHealth there may not be as many changes that will affect
the hospital. One analysis results from
an Urban Institute micro-simulation model suggests that 30 million newly
insured Americans would generate $40 billion in new revenues for hospitals. This would be very good for PeaceHealth’s future
one area that will be changed is how Medicare and Medicaid will be paying the
hospitals. This change could be positive
or negative depending on how it is implemented.
An Independent Payment Advisory Board will recommend policies to reduce
Medicare spending in the future so that it does not exceed a target growth
rate.
There will be new requirements based on whether or not a
nonprofit hospital provides the kind of community benefits needed to maintain
their nonprofit status and the coverage expansion that will take place with the
new Health Care Reform. The new reform
imposes laws that will require nonprofit hospitals to conduct community needs
assessments every three years and to adopt an implementation strategy to meet
the needs of the community. The new
reform also contains a number of provisions that guide hospitals’ adoption and
application of financial assistance policies, including limiting charges to
uninsured patients.
PeaceHealth’s
general reputation has been excellent for many years and after doing research
about the Washington based corporation I have found that Oregon has benefited a
great deal. PeaceHealth has provided
hospitals and medical offices that have allowed our community to be cared for
as well as provide jobs for so many in Oregon.
In my opinion, PeaceHealth has a mission to serve everyone who needs
medical attention regardless if they can afford to pay for it. PeaceHealth has maintained strong through our
recent economic recession. Also
PeaceHealth does a great job to sustain our economy and environment and I feel
it would be a great place to work for many years to come.
Summary
PeaceHealth, founded in 1890, is a strong and
competitive business that will continue to prosper for many more years to come.
Sr. Andrea Nenzel, CSJP, PeaceHealth Board Chair states that, “PeaceHealth—the
legacy of the Sisters—continues this spirit of collaboration and stewardship in
fulfilling its mission today. This is the Spirit of PeaceHealth”. As
discussed in our case analysis, PeaceHealth has shown excellent decision-making
to meet their goals. They have shown strong points in their management,
caregiving, motivation and technological development. PeaceHealth has been
continuously growing and developing into a stronger business, and has become a
leader in local healthcare.
PeaceHealth
is dedicated to providing “exceptional medicine and compassionate care” to many
Northwest communities. They continuously pursue additional knowledge, skills,
abilities, and experience. With the corporation going system wide, PeaceHealth
seeks to learn, develop and grow substantially both professionally and
personally. With many benefits and incentives PeaceHealth has made it an
enjoyable environment not only for the patients but also for the employees.
Bibliography
Sharamitaro, A. (2011). Retrieved from http://www.healthcapital.com/hcc/newsletter/1_11/aca.pdf
Mckenzie Willamette hospital vs. peacehealth.
Retrieved from http://mhgm.com/cases/McKenzie-Willamette-Hospital-v-PeaceHealth
The spirit of peacehealth. Retrieved from http://www.peacehealth.org/Documents/spirit-of-peacehealth.pdf
http://myhr.peacehealth.org
Berg, Brian, G. MD. (2012, February 10). Personal Interview.
About PeaceHealth.
Christie, T. Peacehealth may move jobs. The Register-Guard.
Retrieved from http://special.registerguard.com/csp/cms/sites/web/news/cityregion/24820888-41/peacehealth-services-center-shared-memo.csp
PeaceHealth Consolidated Financial Statements
Stephen, Z., & Berensen, R. (July 2012). Time
Analysis of Immediate Health Policy Issues.
Appendix
Part I. Business in a
Changing World
Chapter 1-3
·
What
does it mean that PeaceHealth is a nonprofit?
·
Is
PeaceHealth part of competition, pure competition, monopolistic completion, an
oligopoly, or a monopoly?
·
In what
ways is PeaceHealth ethical or unethical?
Part
II. Starting and Growing a Business
Chapter
4-5
·
What are the main differences between for
profit and non-profit? Why would a
medical corporation what to be non-profit?
·
Does the government treat non-profit
corporations differently?
·
How do non-profits fund their operations?
·
What type of corporation is PeaceHealth?
·
Do non-profits have officers or board of
directors?
·
What are the officers and board of director’s
responsibilities?
·
What is an ABN and how many do
PeaceHealth own and operate?
·
Explain why many large corporations try
to think small? Does PeaceHealth?
·
What demographic, technological, and
economic trends affect PeaceHealth
·
What are the advantages of being a
nonprofit business?
Part III. Managing For Quality and Competitiveness
Chapter 6-8
·
Why
is management important at PeaceHealth?
·
Out
of Planning, Organizing, Directing and Controlling, which activities does
Peacehealth’s managers/management perform and or carry out everyday?
·
What
is PeaceHealth’s Mission Statement?
·
At
PeaceHealth is there Top Management, Middle Management and First-Line
Management? How do these types of management help the organization?
·
There
are other areas of management at PeaceHealth including finance, production and
operations, human resources, marketing and administration. What areas are
crucial for PeaceHealth to have?
·
Leadership
is important to have. What type of leadership does PeaceHealth’s management
have, not only towards their employees but also towards the way patients are
taken care of?
·
What
is PeaceHealth’s organizational culture; PeaceHealth shared values, beliefs,
traditions, philosophies, rules and role model for behavior. Does this culture
have a strong impact on day-to-day work and why?
·
How
does departmentalization affect PeaceHealth? Explain how it helps or does not
help the organization?
·
Is
PeaceHealth’s management wide or narrow? Why?
·
Is
PeaceHealth more of a line structure or line-and-staff structure?
·
At
PeaceHealth do the employees work as a group or as a team?
·
How
important is it at PeaceHealth to have good communication? What does
PeaceHealth do to have better communication?
·
Does
PeaceHealth use formal or informal communication?
·
What
is PeaceHealth’s transformation process? Does this process make the patients
happy?
·
At
PeaceHealth are they analyzing work processes to find/address problems as soon
as they occur? What programs does PeaceHealth have to help with analyzing the
work processes?
·
How
does managing quality work at PeaceHealth satisfy the patients?
·
Does
total quality management play a big role at PeaceHealth and why?
Part
IV. Creating the Human Resource Advantage
Chapter
9-10
·
How
and why is motivation the key to success at PeaceHealth?
·
At
PeaceHealth what is the extrinsic rewards and the intrinsic rewards? Do these
rewards help motivate employees?
·
What
theory or theories best fit PeaceHealth, Maslow’s Hierarchy of Needs, Hezberg’s
Two-Factor Theory, McGregor’s Theory X and Theory Y, Equity Theory or
Expectation Theory?
·
Is
there good use of job rotation at PeaceHealth? Does this help with boredom?
·
Does
PeaceHealth offer job enrichment programs?
·
Has PeaceHealth ever experienced any problems with picketing,
strikes, or boycotts?
·
If they have had employees strike, did they hire strikebreakers?
·
Do the fees they charge have effect the number of clients they
receive?
·
How diverse is their staff? Are affirmative action programs a
big factor in the amount of diversity at PeaceHealth?
·
What type of orientation do new hires have?
·
Has
PeaceHealth ever experienced any problems with picketing, strikes, or boycotts?
·
If
they have had employees strike, did they hire strikebreakers?
·
Do
the fees they charge have effect the number of clients they receive?
·
How
diverse is their staff? Are affirmative action programs a big factor in the
amount of diversity at PeaceHealth?
·
What
type of orientation do new hires have?
Part V. Marketing: Developing Relationships
Chapter 11-13
·
What
are the main things that PeaceHealth sells, apart from general medical care?
·
Does
the price of their services reflect its value properly? Should they charge more
or less?
·
To
what extent does PeaceHealth use the marketing concept? Do some departments and
locations work to satisfy the clients more than others?
·
It
seams to me that, because of their dominance over the area and the never-ending
demand for healthcare, PeaceHealth probably does not have to have much of a
market strategy for their services. Is this true, and if not in which ways do
they market?
·
When
they want to try a new product or system, do they try it first just at one
location?
·
Do
they sell any tangible products, and if so would they be classified as
convenience products, shopping products, or specialty products?
·
Who
do they buy their business products from and how do they go about doing so?
·
Does
PeaceHealth advertise and what type of advertising do they use?
·
To
what extent do the non-administrative employees of PeaceHealth use digital
technology to conduct business? Would it be financially beneficial for them to
update their systems to more advanced technology in some sectors?
·
What
could PeaceHealth add to their website to gain greater customer satisfaction or
increase number of clients?
·
Does
PeaceHealth administer its financial, legal, and human resources through
digital communication?
·
Does
PeaceHealth have adequate systems to protect the confidential information of
clients that is stored in computers or on the Internet?
Part
VI. Financing the Enterprise
Chapter
14-16
·
How large is PeaceHealth accounting
department?
·
Does PeaceHealth have an in house CPA or
do they hire an outside CPA?
·
What accounting cycle does PeaceHealth
use on Page 444?
·
Does PeaceHealth have to provide all
their financial records to the public because they are nonprofit?
·
What financial ratios does PeaceHealth
use to help assess the financial health of the organization?
·
Can PeaceHealth charge interest to
patients with outstanding medical bills?
·
What types of loans do PeaceHealth
qualify for and can they sell bonds to fund their business?
·
How has PeaceHealth done during our current
recession?
·
How
does PeaceHealth balance sustainability with performance during a difficult
financial time?
