The teaching hospital and the medical school had only one top official in common-the provost. The unusual nature of the financial arrangements was a big problem. Patients paid for professional services, but the revenues went into department funds, which were controlled by the department chairs. The hospital, on the other hand, turned in all patient- revenue incomes to the state. The working conditions and compensation were much better in the medical school than those in the hospital.
There was a serious lack of coordination in the integration of medical school faculty into hospital functions. Dr. Robert Uric, head of the renal unit was one exception. The hospital employees with whom he worked all liked him very much. One of the reasons was he often shared his grant monies with the hospital employees in his unit whenever it was possible. Dr. Uric took the renal unit as his home and his favorite child financially and emotionally. The renal unit was a cheerful place under the leadership of Uric. The National Institutes of Health (NIH) supported Dr.
Uric with several federal grants to do research on kidney transplantation. In the research Dr. Uric discovered a fluid that could keep the cut stem end from closing. According to the grant agreement, Uric reported his discovery to NIH. NIH officials did not want it. Uric sold the fluid to a big nursery-supply manufacturer; the firm named it Flower Life, and began mass-producing. NIH regretted and filed suit at a sudden, the story was widely spread across the nation on newspapers. The faculty concerned the story would make a bad influence on the reputation of the school, and Uric was moved to another new unit.
The executive committee promoted Dr. George Conrad (the chief resident of renal medicine) to replace Uric’s position after the removal of Uric. Serious personnel problems arose in the dialysis unit not long after Conrad took the position. B y the end of the first month employees started to leave the renal unit; three months later ninety percent of the old employees were gone. Interns on rotation through renal medicine complained about Conrad attitude toward and treatment of them; the roster of residents applying to the service dropped dramatically.
Astonished by the realization of how bad the situation had become, the dean and the executive committee had to place Uric back to be the head of the renal unit again. • Major Problem Competition between the Hospital and Medical School • Summary of Recommended Plan of Action The provost administration’s appropriate segregation of duties and responsibilities must be implemented as soon as possible through this the competition could be lessen if officers would be treated equally. Together with the collection and payment of funds for salaries, wages and benefits.
Working condition must also be improve to encourage employees motivation and responsibility. II. Statement of the Problem • State the problem facing the manager/key person (Provost) 1. Unusual nature of financial arrangement 2. Inconsistencies between the operation of the hospital and those of medical school 3. Peculiar behavior of Head Renal Unit (Dr. Uric) – transplantation – disapproval made by NIH and university officials – Dr. Uric in a covert position.
Improper conveyance of position of Dr. Conrad 5. Lack of communication 6. Dr. Conrad’s disruption of routine • Identify and link the symptoms and root causes of the problem . grant moneys ; because of the financial flexibility, working condition were also frequently better on the medical school side and medical school staff had money for more equipment, more travel and even more parties; salaries for physicians 2. faculty members of the school also operate hospital functions 3. unprofessional (cried openly when patient died); undignified (attachment with patient) – it led the discovery of the extending life through kidney transplantation in the most possible way – NIH was not satisfied with the compatibility between plant and human cell – the proposition made by Dr.
Uric in a nursery-supply manufacturer of the pending lawsuit filed to him, which in turn the reputation suffers as viewed by the management 4. Based on the reference letter that Dr. Conrad is inflexible and rather ruthless 5. The officers are in denial of the proper action for complains in deciding administrative manners. 6. There should be a proper training and transposition of assignment and responsibility that should be given to Dr. Conrad from Dr. Uric • Differentiate Short Term to Long Term Better solutions are provided to short term while long term problems were left hanging on the floor.
Long term problems are not easily seen. They are sometime have to be observed by people outside the organization to structure the major issues faced by the organization or administration as a whole. Those problems are develop in due time and sometimes they grow much deeper, while however short term problems, sprout easily and in times the concerned people are easily tracked and solutions are immediately provided. • Conclude with the decision facing the manager/key person The problem arise from inappropriate action of the provost in case of the long run problems.
While the short term problems were immediately responded to by being contingent. III. Causes of the Problem • Detailed Analysis 1. Plays a major part in the administrative function of the teaching hospital. The contingency inside system of salary and procurement of funds turned things to worst scenario. The physicians who are acting also as faculty members could only get salaries but no money for patient service. Patients paid for professional services, but the revenues went into department funds, which were spent by the discretion of the department chairs.
The hospital, on the other hand, turned in all patient revenue incomes to the state. 2. The jobs performed by the physicians and faculty members is not properly divided by the administration that is why time management techniques are also incontinent resulting in the sufferings of either the student/patient service. These peculiarities also lead to competition between the hospital side and school, due to attention spent by the provost to the employees. 3. The research made by Dr. Uric about the fluid which enhances or prolong life made a great impact in the results in changes on the environment of his workplace.
Due to the rejection of the NIH with the proposition, he in turn offered it to another who did not question the effectiveness and market of the fluid. When the fluid proved to be true, the NIH, serves as support filed a suit which worsens the situation. The rejection of the NIH might be because of no trust and confidence for Dr. Uric’s ability and knowledge. Having this disputes, we cannot put the blame on the doctor if he offered it to another who he thinks will best appreciate his hardwork. 4. The immediate approval of the transposition of the job to Dr. Conrad that should take time to choose the right personnel.
The assignment prompt: Is the historic Village of Germantown a microcosm of Catholic Philadelphia?, Use St Francis of Assisi church in Philadelphia PA as a recourse or example
The assignment prompt: Is the historic Village of Germantown a microcosm of Catholic Philadelphia?, Use St Francis of Assisi church in Philadelphia PA as a recourse or example.
prompt: Is the historic Village of Germantown a microcosm of Catholic Philadelphia?, Use St Francis of Assisi church in Philadelphia PA as a recourse or example.
Sources: Communication of Immigrants by James T. Fisher
examples for use:
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