The centrality of change in the management of organizations cannot be gainsaid. Change in the management of healthcare organizations can effectively improve quality health outcomes and increase patient confidence in the healthcare process. This paper underscores the effect of change in the management of Cleveland Clinic in East Cleveland and Cincinnati Children’s Hospital in Cincinnati under the leadership of Delos Cosgrove and James Anderson respectively.
Cleveland Clinic is a respected healthcare provider in the United States. For a long time, the hospital depended on a costly special care and patient care system that eventually slowed down the clinic’s revenue growth. However, appointment of Dr Cosgrove as the clinic’s chief executive officer has brought tremendous changes in the hospital. These changes include a focus on disease prevention rather than treatment, expanding the clinic’s reach through affiliation with other healthcare organizations and same-day appointments (Reed, 2015). The changes have increased access to the clinic’s healthcare services by patients outside Cleveland while many patients with ailments such as sore throat can seek medical intervention on the same day of appointment. Also, patients with diabetes are taught how to cook healthy foods as preventive measures to diabetes. Teng et al. (2014) observed that Cleveland Clinic has introduced a centre for personalized healthcare to enhance value-based care. In this centre, patients receive individualized healthcare through support systems that espouse patient-centred care.
The management of Cincinnati Children’s Hospital by James Anderson focuses on improving the quality and efficiency of healthcare service delivery. Mr. Anderson believes that quality-based healthcare increases patient confidence and satisfaction. Since then, the hospital has embarked on narrow specialities and has increased patient enrolment for children with Fanconi anaemia (Reed, 2007). The recruitment of highly-skilled specialists to treat diseases of the colon and rectum buttresses the hospital management’s commitment to quality enhancement through specialization.
References
Reed, A. (2015, March 17). “Cleveland Clinic Grapples with Changes in Health Care.” The
New York Times. Retrieved from http://www.nytimes.com/2015/03/18/business/cleveland-clinic-grapples-with-changes-in-health-care.html?_r=1
Reed, A. (2007, September 15). “Managing Outcomes Helps a Children’s Hospital in
Renown.” The New York Times. Retrieved from http://www.nytimes.com/2007/09/15/business/15child.html?pagewanted=print
Teng, K., DiPiero, J., Meese, T., Doerr, M., Leonard, M., Daly, T., & Hicks, J. K. (2014).
Institutional Profile: Cleveland Clinic's Center for Personalized Healthcare: setting the stage for value-based care. Pharmacogenomics, 15(5), 587-591.
