This Case is aboutÂ FINANCIAL MANAGEMENT, INFORMAL LEADERSHIP, MOTIVATING PEOPLE, ORGANIZATIONAL CULTURE, PERFORMANCE MEASUREMENT, STRATEGY
PUBLICATION DATE: July 15, 2015 PRODUCT #: OB91A-PDF-ENG
Ken was the executive director of revenue cycle at Huntington Hospital (HH). It was located in Pasadena, California. It was a 625 bed nonprofit medical center that was one of the top performing hospitals in 2012.
To stimulate the focus of HH on high quality, patient-focused care, Jim Noble, executive VP-COO/CFO, was searching for a change in way, especially in the Business Services Office.
Jim Noble hired Markey with the target to boost performance. Markey’s long term vision called for reexamining the revenue cycle as well as the procedures of the hospital to ensure that HH would become a more powerful performer. Markey needed to get her metrics under control as a beginning step before transforming different departments she looked over- Medical Records, Business Services, Data Services, Declaring, and Revenue Integrity -into genuinely patient-centered company centres. The following step would be removing obstacles for patients and developing the mindset of Markey’s different segments in such an order that HH would become known as “an organization that will work together with you to enable you to realize what is happening.”
This case starts by detailing the environment when Markey started, that she found in the Business Services Office. Because morale was not high and a feeling of anxiety pervaded, Markey was purposeful and considerate as executive director about her strategy and activities. Huntington Hospital was deep into preparations for a leading software conversion, and from previous experience, Markey understood the implementation would negatively affect AR days. To do this, two advisors were brought in by her. This case leaves off with a description of the first work the advisors did with their evaluation of roadblocks as well as the Medicare team to moving forward. Pupils are requested to create a suggestion for what the advisers and Markey should do.