Embracing Missions Case Study

Embracing Missions Case Study
Embracing Missions Case Study
Complete “Embracing Missions Case Study,” located on pages 94-98 ofCases in Health Care Marketing.
This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.
Course Code Class Code Assignment Title Total Points
HCA-615 HCA-615-O500 Embracing Missions Case Study 50.0
Criteria Percentage Unsatisfactory (0.00%) Less Than Satisfactory (65.00%) Satisfactory (75.00%) Good (85.00%) Excellent (100.00%)
Content 90.0%
Identifies possible ramifications for patients who encounter employees possessing a negative mindset. 20.0% Does not identify possible ramifications for patients who encounter employees possessing a negative mindset. Identifies possible ramifications for patients who encounter employees possessing a negative mindset, but ramifications are not clearly articulated or are unfeasible. Identifies possible ramifications for patients who encounter employees possessing a negative mindset. Identifies possible ramifications for patients who encounter employees possessing a negative mindset and provides supporting evidence and details for reasoning by referencing some module readings or relating prior experience. Identifies possible ramifications for patients who encounter employees possessing a negative mindset and provides supporting evidence and details for reasoning by referencing all relevant module readings and relating prior experience.
Evaluates the impact of a negative employee mindset. 15.0% Does not evaluate the impact of a negative employee mindset. Evaluates the impact of a negative employee mindset, but evaluation is not clearly articulated or is unfeasible. Evaluates the impact of a negative employee mindset. Evaluates the impact of a negative employee mindset and provides supporting evidence and details for reasoning by referencing some module readings or relating prior experience. Evaluates the impact of a negative employee mindset and provides supporting evidence and details for reasoning by referencing all relevant module readings and relating prior experience.
Decides on a course of action for dealing with Sherry from a health care manager perspective. 5.0% Does not decide on a course of action for dealing with Sherry from a healthcare manager perspective. Decides on a course of action for dealing with Sherry from a healthcare manager perspective, but rationale behind decision is not clearly articulated or is unfeasible. Decides on a course of action for dealing with Sherry from a healthcare manager perspective. Decides on a course of action for dealing with Sherry from a healthcare manager perspective and provides supporting evidence and details for reasoning by referencing some module readings or relating prior experience. Decides on a course of action for dealing with Sherry from a healthcare manager perspective and provides supporting evidence and details for reasoning by referencing all relevant module readings and relating prior experience.
Chooses an approach for dealing with Sherry and decides on a goal for the interaction. 15.0% Does not choose an approach for dealing with Sherry and does not decide on a goal for the interaction. Chooses an approach for dealing with Sherry and decides on a goal for the interaction, but rationale behind decision is not clearly articulated or is unfeasible. Chooses an approach for dealing with Sherry and decides on a goal for the interaction. Chooses an approach for dealing with Sherry and decides on a goal for the interaction and provides supporting evidence and details for decision by referencing some module readings or relating prior experience. Chooses an approach for dealing with Sherry and decides on a goal for the interaction and provides supporting evidence and details for decision by referencing all relevant module readings and relating prior experience.
Evaluates the impact of organizational culture and other external/internal factors to the health care provider-patient relationship. 15.0% Does not evaluate the impact of organizational culture and other external/internal factors to the healthcare provider-patient relationship. Evaluates the impact of organizational culture and other external/internal factors to the healthcare provider-patient relationship, but rationale behind evaluation is not clearly articulated or is unfeasible. Evaluates the impact of organizational culture and other external/internal factors to the healthcare provider-patient relationship. Evaluates the impact of organizational culture and other external/internal factors to the healthcare provider-patient relationship and provides supporting evidence and details for evaluation by referencing some module readings or relating prior experience. Evaluates the impact of organizational culture and other external/internal factors to the healthcare provider-patient relationship and provides supporting evidence and details for evaluation by referencing all relevant module readings and relating prior experience.
Suggests strategies for mitigating negative sentiment. 10.0% Does not suggest strategies for mitigating negative sentiment. Suggests strategies for mitigating negative sentiment, but rationale behind strategies is not clearly articulated or is unfeasible. Suggests strategies for mitigating negative sentiment. Suggests strategies for mitigating negative sentiment and provides supporting evidence and details for evaluation by referencing some module readings or relating prior experience. Suggests strategies for mitigating negative sentiment and provides supporting evidence and details for evaluation by referencing all relevant module readings and relating prior experience.
Predicts reaction of marketing manager to situation by demonstrating understanding of various perspectives of organizational culture. 10.0% Does not predict reaction of marketing manager to situation by demonstrating understanding of various perspectives of organizational culture. Predicts reaction of marketing manager to situation by demonstrating understanding of various perspectives of organizational culture, but rationale behind prediction is not clearly articulated or is unfeasible. Predicts reaction of marketing manager to situation by demonstrating understanding of various perspectives of organizational culture. Predicts reaction of marketing manager to situation by demonstrating understanding of various perspectives of organizational culture through the provision of supporting evidence and details by referencing some module readings or relating prior experience. Predicts reaction of marketing manager to situation by demonstrating understanding of various perspectives of organizational culture through the provision of supporting evidence and details by referencing all relevant module readings and relating prior experience. HCA 615 Week 3 Embracing Missions Case Study
Organization and Effectiveness 10.0%
Mechanics of Writing (includes spelling, punctuation, grammar, and language use) 10.0% Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice and/or sentence construction are employed. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) and/or word choice are present. Some mechanical errors or typos are present, but are not overly distracting to the reader. Audience-appropriate language is employed. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of sentence structures and effective figures of speech. The writer is clearly in command of standard, written academic English.
Re: Module 3 DQ 1
Good morning professor and class
If I was the mediator in this dispute I would try and reach an amicable solution with the staff as Mary called them which are th ebottom half of the spectrum patient transporters, housekeepers, and cafetria workers. As the mediator I would speak with management and explain to them if they want to have a successful business in today’s society having a good respected staff is the only way to go. There must be some money in the budget to make the staff feel more wanted and secure so they can continue to feed their families and pay for health care. There is no need to outsource the work to any other company because those workers probably won’t do as nice of a job as these workers have been doing. In addition thos eoutsource workers don’t know the health system at this hospital like the workers who are threatning to strike. A strike hurts all parties involved including the workers because they can lose income and their standing in the company. However the biggest loser could be management because potential employees after the strike could see this is not a good company to work fo as they can’t even negotiate in good faith with their staff to keep them on an continue the patient care the patient needs. Each year health care changes and as the mediator I would stress to management that the company should also change with the times in that if the cash revenue of the company increases it should be spread around to all the staff and not just management. A happy staff would be all too willing to come to work and increase the patient load which will increase patient care. Before you know it more people will be coming along to this hospital because they hear about the staff and how they treat patiens. This can lead to potential positive views among staff and the surrounding communities among potential patients. HCA 615 Week 3 Embracing Missions Case Study
“Implement a Labor-Management Relations Program
According to the U.S. Department of Agriculture, a labor-management relations program is a good starting point for an effective strike prevention program. Labor-management relations refers not only to complying with federal and state employment laws, but also to providing a platform for employees to air and discuss their grievances — as well as procedures for addressing and resolving grievances. For all businesses, an open door policy, written complaint procedures and timely investigations of any complaints are essential components. For a business with union employees, this also includes contract negotiation, collective bargaining, mediation and arbitration procedures.
Remove Communications Barriers
Although a more hierarchical organizational structure often becomes necessary as a business grows larger, a formal structure and one-way communications can increase employee discontent. In a 2013 interview conducted by Tracey Schelmetic for ThomasNet.com, United Auto Workers President Bob King recommended adopting a business model that views and treats employees as vital human capital assets. For many businesses, an organizational structure characterized by shared responsibilities, two-way communications between employees and managers and an environment that encourages employees to make some of their own decisions is effective in preventing a strike.” (Lohrey, et al 2017
Lohrey, Jackie. (2017, 26 September). How to Prevent a Strike. bizfluent.com. Retrieved from

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