Case Study Are Our Customer Liaisons Helping or Hurting,” published.docx

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The administrator of a healthcare organization must evaluate the role of Patient Care Executives (PCEs) due to complaints from doctors. PCEs were meant to improve the patient experience but may be contributing to high doctor turnover. An environmental analysis will assess external forces like regulations and internal factors such as staffing that impact the organization's ability to adapt. The administrator will recommend a strategy involving PCEs that maintains the organization's strategic plan.

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Case Study “Are Our Customer Liaisons Helping or Hurting,”
published by
Harvard Business Review
at
https://hbr.org/2017/10/case-study-are-our-customer-liaisons-
helping-or-hurting
Use the health care organization that you selected previously.
You are the administrator and you’ve established a new liaison
position called the Patient Care Executive (PCE). The concept
was meant to be a win-win: patients and their families would
get a better, more personalized hospital experience,
while doctors could spend less time managing patients and more
time practicing medicine. Customer satisfaction scores, patient
retention, and referrals are all up, but the doctors have been
complaining that the PCEs are incompetent and intrusive. The
CEO has gotten wind that the PCEs are a factor in the hospital’s
high doctor turnover and is trying to decide whether to get rid
of the role altogether.
Your first step in evaluating the position of your organization
will be conducting an environmental analysis. The purpose of
this is to determine your organization’s ability to continue to
provide quality care and remain financially solvent in the face
of these challenges.
Write a six to eight (6-8) page paper in which you:
Determine two (2) specific forces in the external environment
that will have the most impact on your organization. Provide a
rationale for your decision.

Determine two (2) specific internal factors that the
organization’s leaders need to consider in preparing for the
future of health care and the future of the organization. Provide
a rationale for your decision
Discuss the impact of both the identified internal and external
forces on the organization’s ability to develop a competitive
strategy.
Recommend one (1) strategy that involves the PCEs and
maintaining the momentum of the strategic plan of this new
concept.
Use at least three (3) quality academic resources in this
assignment. Note: Wikipedia and similar websites do not
qualify as academic resources.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides; citations and references
must follow APA or school-specific format. Check with your
professor for any additional instructions.
Include a cover page containing the title of your paper,

Case Study Are Our Customer Liaisons Helping or Hurting,” published.docx

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Case Study 8.1 Team DenialEmory University Holocaust studies pr.docx

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Case Study 7: Solving Team Challenges at DocSystems Billing, Inc. Read the DocSystems Billing case, including the briefing document and four scenes, and consider the following questions: What problems exist in this organization? How do these problems differ based on the employees’ roles? Why do employees object to Jim’s proposed solution? Make a recommendation to the client about what could be done next based on the data included. Summarize your observations for Jim, offer possible interpretations, and suggest an approach for next steps. Briefing Document: DocSystems Billing, Inc. About the Company DocSystems Billing, Inc., processes insurance billing paperwork for a network of small health care clinics throughout the United States. Privately owned physician practices, as well as specialists such as cardiologists and physical therapists, contract with DocSystems to process the billing paperwork through the maze of health care insurance companies and networks. DocSystems charges either a flat fee for each bill it processes or a percentage of the total, depending on the contract with the provider. About the Call Center Forty full-time employees work at the onsite call center: 30 Medical Insurance Specialists (who handle cases of moderate complexity) and 10 Senior Insurance Consultants (who handle very complex cases). The senior consultants have usually worked up through the ranks, often first working on basic billing, then as medical insurance specialists. Most of them have a long tenure with DocSystems, ranging from 17 to 23 years. An additional 100 employees (called Billing Specialists) work at an outsourced call center. DocSystems contracts out the initial processing of claims and basic computer input. The contract employees used to work at DocSystems until the outsourcing. 285 The call center was outsourced a year ago to another organization. Almost all of the former DocSystems employees were offered jobs with the new company, but the pay and benefits were not comparable. Word has spread to the former colleagues who remain at DocSystems that the outsourcing company treats its employees poorly. Call Center Reorganization The remaining group of 40 employees was reorganized into two new teams about 3 months ago. Initially, there had been two managers—Alex managed the senior insurance consultants, and Dana managed the medical insurance specialists. Both reported to Jim, the senior director. In the new structure, Alex and Dana both manage 20 employees, with each managing half of the specialists and half of the consultants. That meant that some of each group remained with their former manager, while some moved to a new manager. Senior management hoped that the integrated teams would start to share knowledge between more senior and more junior practitioners. Roles and Work Process Billing Specialist The billing specialists do the initial computer input and handle the majority of the cases. Normally this occurs without any need .

Case Study 7 Solving Team Challenges at DocSystems Billing, Inc.docx

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Case Study 5.2: Hiding the Real Story at Midwestern Community Action Recently, life at Midwestern Community Action has been anything but smooth. The nonprofit runs a variety of programs in a midsized city, including preschools, teen drop-in centers, a food pantry, a medical clinic, and low-income housing. Health problems forced founding executive director Sally May, who was well loved by staff, to quit after 20 years in her position. The board then appointed Josiah Lang, who had served as the manager of a local government service agency, as the next executive director. When Lang arrived at Community Action, he discovered that May had been a hands-off leader. She allowed coordinators to run their programs without much supervision. Used to operating on their own, they resisted Lang’s efforts to institute performance evaluations, to evaluate the effectiveness of each program, and to reallocate funds between programs. It didn’t help that Lang made little effort to get to know his subordinates and has an abrasive personality. Three coordinators and a half dozen front-line staff quit. Lang has the support of the board, which believes that the organization needs more structure and accountability, but staff morale is low. Employees have lost faith in the organization’s leadership. However, they remain committed to helping the disadvantaged and to Community Action’s mission. For that reason, they largely keep their frustrations to themselves and are careful to protect the organization’s public image. Community Action continues to be well regarded by clients, government officials, donors, and the public at large. This week Community Action will interview an applicant for its housing coordinator position, a vacancy created when the previous coordinator left in frustration. This is the most important open position to fill. The housing coordinator oversees three apartment complexes with 200 tenants and manages the most employees. Failure to fill the vacancy soon could reduce Community Action’s outreach to the homeless. The applicant, Albert Singh, appears to be highly qualified. If he takes the position, Singh will move his family from out of state. He has no idea that Community Action is dealing with significant conflict and poor morale. Singh will make a brief presentation to the entire staff during his visit and then meet for an extended time with the current program coordinators. During this session, the coordinators (without the director present) will question him and present an overview of Community Action. Albert will also have an opportunity to ask questions of the coordinators. Discussion Probes 1. What ethical duties are in conflict in this situation? 2. Are Community Action employees justified in keeping their concerns “in house,” out of the public eye? Why or why not? 3. If you were one of the current program coordinators, how much would you reveal about the turmoil at Community Action to Singh? 4. As a coordinator, what would you say if Singh.

Case Study 5.2 Hiding the Real Story at Midwestern Community Acti.docx

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Case Study 5.1 Write a 3 to 4 (not including title or reference page) page paper that describes some your state laws protecting data or security of personal information (the state you live in ,have lived in, or want to live in). First, list the state you chose. Then provide the name and a brief description of the law, to include when it was enacted, punishment if not followed, and who/what the law protects. Make sure you follow the grading rubric and write your paper in APA format. Cite all sources appropriately. Writing Requirements 4 pages in length (excluding cover page, abstract, and reference list) Include at least two peer reviewed sources that are properly cited APA format, Use the APA template located in the Student Resource Center to complete the assignment. Please use the Case Study Guide as a reference point for writing your case study. .

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