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Essay / Research Paper Abstract
An 8 page paper critiquing a hospital management as described in Harvard case 9-191-149, Lincoln Community Hospital. The paper reviews the actions of the Executive Committee, concluding that it lacks the information it needs to establish a strategy for halting operating losses or to produce an accurate forecast for the future. The bottom line is that Lincoln Hospital has not been managed effectively for several years, if indeed it ever was. As a nonprofit, independent hospital in the mid-1980s, it is facing intense changes in the healthcare industry in the future. It needs to begin looking at the signs of change and begin to meet those changes with a plan as to how to deal with them. Bibliography lists 6 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSforeLincoln.rtf
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Unformatted sample text from the term paper:
Hospital is caught at a crisis point signifying the move from one stage to another. The business has grown to the point that its earlier approaches to business issues
no longer serve it well. Though Lincoln is a hospital, it most decidedly is a business as well, albeit a nonprofit one. Carrying nonprofit status does not preclude
posting operating surpluses, however, and it certainly does not require the hospital to post losses over several consecutive years (Herzlinger and Krasker, 1987). The Problem Statement
The case makes no mention of the level of quality that Lincoln maintains, but it can be assumed that it is at least adequate. The problem
it faces now is that its lack of strategy and changes in the external environment have combined to threaten the hospitals future. Lincoln
Hospital appears to be facing its problems now only because it can no longer avoid them. Operating at a deficit for the past six years, it cannot continue indefinitely.
Dr. Planck, former hospital director and current chair of the Executive Committee, has put much energy into comparing Lincolns financial results with those of 493 other hospitals of all
types, but has succeeded in achieving virtually nothing except for determining that there is little relation between cost and patient-days: his R-squared value approaches 1, where there is no
relationship at all (Electronic Statistics Textbook, 2003). Lincolns problem is that it knows a problem exists and it knows where to find the
results of the problem, but it cannot define its origins if indeed it can even define the problem. The Executive Committee believes the answer lies in discovering what other
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