Case Study- The New Toy at Medical Center

Case Studies- the student should respond to each study by providing a typed report unless otherwise instructed. In addition, case studies may require answering specific questions. Be detailed in your responses. There should be no one or two sentence responses. Answer each question fully using your required text or other scholarly (peer-reviewed) sources.   

1. What questions do you think the chairs of each department should ask?

2. Dr. Jones has a busy practice and is the second-highest revenue producer from general
     surgery. City Medical Center is dependent on revenue from the surgical service. How
     might this impact how the situation should be handled? What specific steps should
     be taken to avoid this situation in the future?

3. The goal of physician privileging is to ensure that providers practicing in _an
     organization have appropriate credentials to provide safe and effective treatment.
     What are three challenges illustrated by this case?

4. Who are the stakeholders in the privileging process at City Medical Center?

5. Who is responsible for communicating about specific privileges?

6. Would these physician behaviors be considered "patient-centric"?

7. Are these physicians "team players"? Explain your response.

8. Reread this case. Using Figure 18-3, the Confidential Teammate Evaluation Form at
     the start of this chapter, compare the behavior of these physicians with the expected
     behaviors of teammates. Score each physician as if he or she were your teammate.
     What scores did they earn?

Solution .   

Case Study- The New Toy at Medical Center

Submitted to:

Submitted by:

The New Toy at City Medical Center – Case Study for Chapter 11 & 13

Question 1:

Answer:

                Chairpersons of two departments like the Surgery and Gastroenterology departments can ask different questions from the four physicians that what is the reason for the conflict. The chairs should ask the procedure about the use of the endoscopy capsule on the patients that needs endoscopy. They should ask who paid for the machine of endoscopy capsule. They can ask about how to manage and monitor the financial resources when a hospital purchases the endoscopy individually (Randi, et al., 2017). They should ask about the hiring of the staff nurses in the Gastroenterology department that whether department hired them or city medical center hired them.

Question 2:

Answer:

                Dr Jones has expertise in endoscopy procedure and he is a famous surgeon. He produces higher revenues for the medical centers with his professional skills. He wants to use this product but other surgeons are not agreeing to share this equipment with Dr. Jones. As the City medical center is a revenue dependent center. In a revenue center only, surgical services provide higher profits and revenues (U. & Sengottuvel, 2016). If board of directors will ask the three of physicians that they should compromise with Dr. Jones and have to think about the revenue and performance of the medical health center which can be increased by the Presence of the Dr. Jones, this will be impacted negatively because it will show that the hospitals are not patient-centric they are revenue centric. For handling this situation, the chair of two departments needs to arrange the meeting and they need to resolve the issues like the ineffective teamwork and favoritism.

                In future, these types of conflicts reduced because of incorporating the teamwork and collaboration so the board of directors and the two departments need to work together for the sake of the patients, not for themselves.

Question 3:

Answer:

                In the proposed case, the three physicians selected by the City Medical Centre who was hired because they were fitted on the credentials that is why they go the privileged to first use the endoscopy capsule. The Board did not give them copyright that the machine will only belong to their department (Mirjam, Wirtz, Bengel, & Göritz, 2015). Dr Jones is going to treat the patient with the help of endoscopy but the privileged physicians were not agreed to share the machine with Dr Jones which arises few challenges. These challenges may reduce by the increased efficiency of the performance of physicians in terms and their focus should be on the health of patients not on their own benefits. Three major challenges are:

1.       No teamwork and collaboration

2.       Ownership or possession over endoscopy capsule

3.       No mutual Accountability.

                The above challenges affect the performance of the Health Center and patient’s health.

Question 4:

Answer:

                Stakeholders in the prevailing process are the members of the City Medical Center Board of Directories who purchased the equipment through the Capital Equipment Purchasing Process. These stakeholders give the privileges to Dr. Sam’s, Dr. Amalfi and Dr. Smith as they applied.  These stakeholders are the main persons in the prevailing process.

Question 5:

Answer:

                Center is responsible for communicating the specifications of rights. They have a responsibility that they have to tell the three selected physicians that endoscopy capsule is not their own property. The equipment will be used for the betterment of patients and for the increase in the reputation of the hospital. They should tell them that if surgery department needs the capsule then they will be allowed to have it according to the patient’s health.  They do not have to raise the conflict on it neither the physicians nor the nurses because nurses are not hired by them, they are hired by the city medical center so they should work for them according to their job description.

Question 6:

Answer:

                Dr Jones wants to work with the selected physicians from the City Medical Center Board of Directories. He also has interest and especially expertise in the Capsule endoscopy. He has a behavior of patient-centric but the other selected physician denied to support Dr. Jones and they did not allow him to use their allocated equipment (Nanette & Cordero, 2017). Although they liked him as a person but they outraged in this conflict. They indicate that their behavior is not like patient-centric. They have so emerged in their own perceptions that they did lose the focus on the patients’ health and they completely forgot about the objective of purchasing the endoscopy capsule.

Question 7:

Answer:

                All the physician who is selected by the City Medical Center is unwilling to share the endoscopy capsule with Dr. Jones. They were not good team players. They do not want to work as a team. They had no patient-centric behavior. Even Doctor Jones pointed them that this equipment was purchased by the hospital using capital equipment dollars. He said that this equipment is not a property of the Gastroenterology department of the hospital. The trio shows the non- professional behavior with Dr Jones and with the health of patients.

Question 8:

Answer:

                The behavior of the physician with the team was not much good because they don’t want to compromise and to share the equipment with Dr. Jones. They have non-cooperative behavior with nurses and other team workers. Their behavior also effects on the revenue which can be earned by sharing the machine with other physicians (Nanette & Cordero, 2017). They don’t want to use the expertise and skill of the other team workers. They think that they owned the equipment and suite. While the expected team mate has positive behavior towards Dr. Jones.

Physicians	Attitude	Score
Dr. Jonas	Co-operative	80/100
Dr. Smith	Rude	40/100
Dr. Sam’s	Non cooperative	60/100
Dr. Amalfi	Negative	50/100

 

References

Mirjam, K., Wirtz, M., Bengel, J., & Göritz, A. (2015). Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams. BMC health services research 15, no. 1, 243.

Nanette, F., & Cordero, M. (2017). Collaboration Effort between Physicians and Nurses: A Feedback Tool for the Review of the Hospitals. International Journal of Nursing 4, no. 1, 19-26.

Randi, B., Husebø, S., Aase, K., Aaberg, O., Vifladt, A., Berg, G., & Hall-Lord, M. (2017). “Teamwork in hospitals”: a quasi-experimental study protocol applying a human factors approach. BMC nursing 16, no. 1, 34.

U., A., & Sengottuvel, A. (2016). Knowledge sharing behavior and innovation capability: HRM practices in hospitals. SCMS Journal of Indian Management 13, no. 1, 118.