Hillside Hospital Case Solution & Answer

Hillside Hospital Case Solution

1.     Operations Control:

Dr. Wells aimed to manage the billing process of all the members by a central billing office.For this purpose, Dr. Wells had hired a Business Manger to manage billings, collections, and reports for members. He designed a system which required every doctor to submit a daily activity sheet to the department’s business office, specifying services provided, patients names and fees.

However, due to the reluctance of many trust members towards the centralized billing plan, Dr. Wells postponed the implementation of centralized billing.Therefore, this had left the choice for the doctors either to opt for the centralized billing through business office or to opt for a previous system in which secretaries billed for doctor’s private practices.Hence,half of the doctors continued with the previous system were required to submit the duplicate bills and monthly collections. Nevertheless, the doctors didn’t follow the requirement and were leaving the office with incomplete information. This situation had made Dr. Wells concerned about the trust bulling system which in his views should have been uniformed and managed by a central system.

Therefore, in January, Dr. Wells hired a company to manage the trust’s billing process. The company was held responsible to receive billing and payment information from the business office and then process it by batches into claims and collections. The company would allow applying claims and collections to physician’s balances and maintaining a persistent record of the trust’s financial status.Moreover, the company agreed to generate monthly printouts, by provider in order to enable doctors to have accurate records of their accounts. However, the company didn’t produce any information due to which the employees had a worst time with this company. Due to the incomplete information available to the doctors, Dr. Wells’ centralized billing systems posed sever problems for the doctors. As a result, reluctance to towards the change increased and many of trust members back lashed towards Dr. Wells changed system and began to think negatively for Dr. Wells. In addition, Dr. Wells also didn’t seem to have interested to resolve financial problems of the doctors.His role in the operations of the department seems unwillingness to reduce the opposition of doctors.

Key Issues:

1.      Salary Issue:

In order to improve the financial problems and other management issues, Dr. Well planned to establish a Trust with an aim to pay salaries to the doctors according to the Kent’s regulations. However, the establishment of the Trust would require not tying the doctor’s salaries with their ranks for which many doctors were opposed to the idea of Trust. The doctors were seeing the trust as financial loss and loss of their control.

2.      Effective Planning:

After analyzing the case and the activities of Dr. Wells in the strategic planning, management control and operations control, the problem that has been identified is that; the Trust is lacking an effective strategic planning and control. Furthermore, in order to bring change in the organization, it is important to evaluate the reluctance of employees that an organization would face and ways to minimize the reluctance. In this case, the doctors were opposed to new system which Dr. Wells intended to implement.

3.      Lack of communication:

The purpose for establishing the Trust was not properly communicated among the doctors, due to which a situation of ambiguity had been created. Many doctors were unable to get the idea of establishing the Trust………………….

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