Contracting for Quality Care Services Delivery in Hospitals and Health Care Institutions
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Contracting for Quality Care Services Delivery
Hospitals and health care institutions get into agreement with other organizations within the sector with good reputation to offer services to their facilities or even to brand their system to promote image. This co-branding strategy gears towards boosting the brand of the contracting institution and improving customer trust to their services and products to attract a larger base (Babu & Sirisha, 2014). The contract between King Memorial Hospital and Johnson Pike for Johnson Pike to offer quality services is no different (Bala & Chahal, 2012). King Hospital entrusts Johnson in quality service delivery and by contracting the hospital to deliver quality services to its premises, King Hospital intends to attract the public to the services offered.
King Hospital, however, wants distinct services that are not a duplication of the services provided at Johnson Pike. With the services designed specific to the hospital, it can own up and use them to attract clients and boost their brand and image (Gapp & Merrilees, 2006). King Hospital must have been facing challenges that sent the CEO parking and contract entered into is of the intention to cover its dented image in the eyes of the public and win back the trust from people. With a stronger brand of Johnson Pike, the service seekers can easily relate to the new services offered at King Hospital and be attracted with quality levels introduced.
Maintaining consistency in brand image and quality delivery is a challenge many units and executive officers face throughout their operations (Gapp & Merrilees, 2006). Poor quality affects not only the consumers but also the esteem of employees adding more complexities in service delivery within an organization. High-quality service stirs employees, ignites competitors’ attention and attracts customers’ attention as the next game-changing service delivery that is not a duplicate of any other. Collaborating with stronger brands is capable of conceiving new unique products and services, ignite employees and attract new clients (Bala & Chahal, 2012).
Key Problems in the New Role
In the partnership and new role, Ms. Janice is likely to face challenges in ensuring that the hospital continues to operate. She must provide continuous bind to the change for successful design and implementation of quality services and initiate new brand for King Hospital (Babu & Sirisha, 2014). The unique quality services rolling out in the facility courtesy of Johnson Park will ensure that new excitement get the ignition and restoration of customer flow. As a new CEO, Janice must make sure that trust flows from the top downwards and from within outwards so that the employees develop confidence in the institution and leadership and attract client flow.
Undoubtedly, as the new CEO enters the hospital, she is likely to face employees with lower commitment and esteem because of poor performance of the facility and the low quality of services. The employees must gain confidence in Janice and services in place to ensure they promote service quality and bring ease of operation in the hospital (Becerra, Jillapalli & Kemp 2014). The quality of service delivered helps providing employees connect with their service workstations and provide quality care to the clients (Bala & Chahal, 2012). Therefore, Janice is tasked with the responsibility of restoring confidence in the employees and assuring them improved quality to motivate them and ensure that they commit to the service delivery to their customers.
Management Options to Choose from
Since Janice is replacing an executive who exited the institution, she must be thoughtful and very strategic in the manner she executes her role at the hospital’s top position (Gapp & Merrilees, 2006). In her capacity, she has a task of ensuring that the hospital is up and running and that it gains image in the eyes of public that would promote the services offered. The CEO has to recognize the initial symptoms that ailed the institution and diagnose the problem and causes in a logical manner and design measures to respond to them.
The response to the problems identified has to align with the operations implemented by Johnson Park to integrate the system and employees. A strategic approach to management has to be employed and places that need improvement be improved. In any case, a part is not rectifiable, and a section of top leadership is a hindrance, there will be no option but to dismiss them. The CEO must nurture the desired process that will ensure high quality is deliverable and achievement of desired targets for the Hospital. There must be technical expertise and specialized analysis, and a compulsory performance management for consistent service delivery.
How Staff Deal with the New CEO
Everyone would react to any change in a different way, and while a few would embrace it, majority would resist and avoid change as much as possible. It is common that employees would have a negative perception about a new CEO and even rebel with the fear of unknown tactics of the new chief (Bala & Chahal, 2012). However, the staff at the King Hospital will have much expectation from Ms. Janice as the CEO to guide the institution through collaboration to restore quality performance and image of the facility. The ease of managing the employees and positive attention will depend on her tactics in dealing with employees and improving all the domains of the institution to result into something more interesting.
Adjustments to Deal with in a Merger
Mike Davis of the Johnson Spike Hospital has to ensure that he considers all the aspects from each domain and involves the necessary strategies of co-management to keep limits (Gapp & Merrilees, 2006). He has to secure a consultation with Janice in whatever concerns Kings Hospital, let her implement measures, and instruct the employees. He should work to enhance the image of both brands as failure in one will mean failure in both and exploiting the resources from both sides and synergies in creating brand awareness.
Mike has to ensure that there is no much concentration on the one hand of the collaboration, but maintained focus for both hospitals to ensure that performance of one does not affect the other (Becerra, Jillapalli & Kemp, 2014). There must be strategies in place to ensure that the customers are not shifting to Kings Hospital from Johnson Park because of any possible quality change, and for that reason, improvements must be a balance. The CEO has to promote innovations and allow infusion of new ideas from both sides and that the employees can exchange to transfer knowledge to both hospitals (Bala & Chahal, 2012).
Marketing Strategy for the Merger
The strategy that the merger can implement is blending the growth strategy of the acquisition, analyze any acquisition of care systems and ensure creation of single culture system. During the time, they can create a unique brand that would be easy to sell and attract more customers, and that would be easy for the employees to relate with from both sides (Becerra, Jillapalli & Kemp, 2014). The brand should, however, be that which is distinctive to avoid conflict of service and duplication and even confusion to the public (Babu & Sirisha, 2014). A proper coordinated centralized system would enable the CEO’s from both sides to execute their mandates on an informed basis without any conflict.