I don’t know how to handle this Management question and need guidance.
What has Carter been doing and why at Deaconess-Glover Hospital?
What problems has he discovered?For the exclusive use of A. Qumosani, 2017. 9-601-022 REV: AUGUST 25, 2005 STEVEN J. SPEAR JOHN KENAGY, M.D. Deaconess-Glover Hospital (A) Hospitals are filled with contradictions. You come to them because you’re sick and need care, but hospitals are places where infections, uncertainty, and errors might actually worsen your condition. Yet, miracles happen so routinely that we’ve come to expect them. Broken bodies are fixed, illnesses are cured, and spirits are repaired because of the hospitals’ caregivers. Unlike many business organizations, hospitals don’t wrestle with the problem of an uncommitted workforce. You will never see a more motivated group: nurses, doctors, technicians, and administrators. They are infused with and exude a single-minded desire to comfort and heal, above all else.1 — Paul O’Neill, Chairman, Alcoa Chairman, Working Together Healthcare Initiative of Western Pennsylvania Since August 1999, John Carter, a vascular surgeon, had been working with John Dalton, president of Needham, Massachusetts-based Deaconess-Glover Hospital (DGH); Julie Bonenfant, DGH’s vice president for patient services; and members of the hospital’s staff (see Exhibit 1 for DGH’s organizational chart).