Cleveland Clinic

Cleveland Clinic

Influencing Organizational Culture: Values, Mission, and Vision

Cleveland Clinic is among the healthcare facilities with high expertise levels in healthcare delivery. The clinic’s guiding principle is to put patients first. It focuses on patients’ communication, comfort, and care. It also emphasizes the importance of education and research to improve patient care. The patient-first principle also includes data collection, setting standards, and results analysis to improve patient outcomes and offer better services. The clinic’s main values are empathy, quality and safety, integrity, inclusion, innovation, and teamwork. Empathy includes imagining what others are going through, eliminating suffering, and enhancing happiness. Quality and safety focus on ensuring the clinic offers excellent outcomes and high standards through effective decision-making, interactions, and actions. Integrity includes adherence to professional standards and high moral principles through a commitment to confidentiality, honesty, respect, transparency, and trust. Teamwork includes collaborating to offer the best care and improve patient and caregivers’ safety and well-being. The clinic’s mission is to care for life, educate patients, and conduct healthcare research. Its vision is to be the best healthcare provider anywhere and the best workplace for healthcare providers. The main components of the vision are distinguished working conditions and the best workplace. Distinguished working conditions include creating a friendly working environment that exposes healthcare providers to growth opportunities. The best place component includes creating a system that embraces the spirit to serve and diversity. Our assignment writing help is at affordable prices to students of all academic levels and academic disciplines.

Exemplifying Traditional and Contemporary Leadership Styles and Ethical Leadership Practices

Leadership Style

Cleveland Clinic applies the servant leadership style. According to DuBrin (2019), servant leadership is founded on the commitment to serve others, including customers, employees, and the community. Servant leadership also focuses on maintaining constructive relationships between followers and leaders and ethical behavior. Cleveland Clinic trains its physicians to take responsibility, make difficult decisions to improve patient care, and naturally assume control and command. The clinic has also implemented various initiatives to ensure that servant leadership principles are integrated into the organizational culture. One of the initiatives is ensuring that leaders at every level of the organization have servant leadership competencies, including performance management, leading through values and mission, delegation and empowerment, and building work relationships. The second initiative is offering training on servant leadership. The organization trains managers and supervisors on applying servant leadership in completing their leadership roles. The third initiative is integrating servant leadership metrics into the performance management system used in the clinic. The fourth initiative is establishing a servant leadership community of practice that includes leaders from different clinics involved in projects that require the application of the principles of servant leadership.

Ethical Challenges and Applying Ethical Leadership Approaches to Solve These Problems

Cleveland Clinic has encountered events that have challenged its ethics. One of the events occurred in 2008 when the clinic was accused of patient sexual harassment. Two patients accused a surgeon of raping them. The clinic retained the surgeon and reached a confidential settlement with one of the victims. However, the doctor later left the clinic and went to work in another healthcare organization under paid administrative leave. The doctor was not criminally charged and denied the allegations, forcing Cleveland Clinic to arrange a confidential settlement because the doctor passed a polygraph test. The clinic’s management approached the problem with ethical leadership by listening to the victims’ complaints and involving them in agreeing on the most appropriate settlement. The management also issued a statement assuring patients that it is committed to protecting the safety and rights of its patients, caregivers, and visitors from inappropriate behavior. The management also created processes for patients and employees to report concerns for a thorough investigation. It assured stakeholders that the clinic would collaborate with authorities to resolve such issues and any other issues that could compromise patient safety in the future.

Responsible Decision-Making and Problem-Solving

How Cleveland Clinic Addresses and Solves Problems And Challenges

According to DuBrin (2019), responsible decision-making and problem-solving include creating a favorable work environment, providing strategic leadership of ethics and social responsibility, and developing formal strategies for dealing with ethical problems. Cleveland Clinic addresses problems and challenges by collaborating with patients and healthcare providers to find the best solution. According to Iannotti (2021), Cleveland Clinic integrates physician-led teams collaborating to achieve a well-defined set of objectives using similar processes and tools. One of the tools the team uses is the organizational structure, which is structured around the healthcare conditions of patients in its client base rather than focusing on the discipline of a healthcare provider such as cardiology. The clinic also has directors in charge of the physician center operating under a structure supported by service-line administrative support focusing on a specific region. All the functions in the institute are reported monthly at every hospital and quarterly across the Ohio and Florida regions. The meetings focus on performance, opportunities and targets, and the resources required to exceed or achieve enterprise and institute goals. The administrative and physician leadership collaborate with the independent and employed physicians at Cleveland Clinic across the region to define and consistently perform based on evidence-based practices for the best clinical outcomes.

A Time When Cleveland Clinic Displayed Responsible Decision-Making

During the COVID-19 pandemic, Cleveland Clinic displayed responsible decision-making by adjusting its visitation policies. The hospital system in Ohio only allowed two visitors in all care settings for all its patients. Visitation was then limited as the pandemic continued to spread. The clinic also postponed many elective surgeries to avoid exposing patients to the risk of contracting the virus. Workers received support from the members of the Ohio National Guard. Regular communication was used to remind visitors and patients about the measures they should take to protect themselves from the pandemic with the clinic’s premises. The measures included wearing masks and passing COVID-19 screening procedures, sanitizing upon arrival at the clinic, and wearing eye protection, masks, gloves, and gowns. The clinic also decided to use telehealth to reduce patient visits.

Managing Organizational Change, Organizational Communication, and Conflict Management

A Challenge Cleveland Clinic Has Faced

One of the challenges that Cleveland Clinic has been through is conflicts of interest. According to Jeske (2021), a conflict of interest is a situation that arises when a person’s interests interfere with the proper exercise of their judgment on another person’s behalf. Healthcare professionals have a responsibility beyond the individual patient to a greater commitment to serving the public (Rodwin, 2021). Therefore, conflict of interest arises when healthcare providers put their interests first and neglect their responsibility. For example, a conflict of interest may occur when a regulator in the healthcare setting has dual or multiple roles. In such instances, professional decisions are influenced by other relationships that create familial, social, or financial ties with the organizations responsible for regulation. Conflict of interest in healthcare may also occur due to hidden financial relationships between informal and formal healthcare providers. For instance, pharmacists and doctors may illegally use their professional licenses to set up chemists. Cleveland Clinic’s conflict of interest issue was raised by external stakeholders. The clinic was criticized for the relationships between trustees and doctors. For example, one of its physicians was criticized after his role at an investment firm was publicized. The chief executive at the clinic was also involved in various medical companies and was active in the clinic’s capital activities, thus raising concerns about conflict of interest. The concerns impacted the clinic’s reputation by creating an impression that physicians, including those involved in its management, use their position to enrich themselves instead of focusing on the primary duty to meet public healthcare interests.

A Demonstration of How Cleveland Clinic Manages These Challenges

Cleveland Clinic has maintained a history of effectively addressing challenges and ensuring that they do not affect its ability to offer safe and quality healthcare to patients. The clinic manages challenges by adjusting policies and procedures to achieve the desired and appropriate behavior. For instance, to address the conflict of interest issue, the clinic gave the board of trustees a higher role in evaluating industry relationships that may bias patient care or research. The evaluation focuses on the external ties that anyone working at the clinic has. The clinic also uses a broad external database to identify potential conflicts for better vetting and management. The clinic also created a permanent board committee to deal with possible conflicts of interest. The committee would receive regular reports about how conflicts of interest among researchers and doctors should be handled. The clinic also created a policy preventing doctors who have relationships with certain devices or drug companies from involvement in the clinic’s purchasing decisions about the products needed to run operations in the clinic. Currently, there are plans to review the clinic’s patient consent forms to address concerns that patients may not be aware of potential conflicts.

Strategic Organizational Initiatives in Innovation or Value Creation

What Cleveland Clinic is Doing To Innovate

Cleveland Clinic has been using innovation to stay ahead of other healthcare providers by offering the best patient care. One of the things the clinic is doing to innovate is leveraging technology and staff expertise. The clinic built an innovation center aimed at developing medical inventions and breakthroughs by leveraging the expertise of researchers and physicians to get ideas for the commercialization of patient care. The clinic uses the innovation center to make patent applications for medical devices and improve diagnostics, therapeutics, and information technology. The clinic also provides caregivers with the resources needed to invent and actively solicit ideas to resolve healthcare problems. The clinic also solicits external work across its clinics to offer strategic advice and identify groups that might benefit from joint development agreements and technology licenses. The company has also invested in research and development to respond to disruptions in the healthcare system, such as the recent disruptions caused by the COVID-19 pandemic. The clinic also actively reviews unplanned readmissions to identify improvement areas. It also initiated comprehensive care management and coordination plans for high-risk patients to prevent unnecessary emergency department visits and hospitalization.

How Cleveland Clinic is Creating Value

Cleveland Clinic is creating value through its pre-service approach which includes reorganizing services into various teams where each team handles a specific discipline based on the patients’ views and disease systems. The clinic uses special expertise and clinical institutes to offer the best care to patients and enhance efficiency in healthcare delivery because patients know where to go to get the care they seek. The clinic has also established support institutes that offer support to the clinical institutes. The pre-service approach is also used to attract talented and competent healthcare providers, thus increasing the quality of patient care. The clinic also offers training to healthcare providers to equip them with the knowledge and skills needed to provide the best care to patients. It has also embraced the use of electronic medical record systems for easy retrieval of patient data to allow patients and healthcare providers to monitor their healthcare easily. Cleveland Clinic is also creating value by providing high-quality, affordable care. The clinic puts patients first by ensuring they get the best care and are engaged in treatment by sharing all relevant information. Patient-centered care improves healthcare outcomes because patients are more willing to share information about their illness and participate in making decisions on treatment options.

Cleveland Clinic is also creating value through its integrated care model. The model focuses on improving outcomes while reducing healthcare costs by delivering value in specialty and population healthcare. According to Cleveland Clinic (2016), the patient is at the core of the model and is surrounded by a care system that offers a clear pathway that patients follow as they receive care in various settings. The model also includes critical competencies needed to provide quality care. The clinic has also created specific paths focusing on various chronic diseases and healthcare procedures. The clinic is also optimizing access, transactions in care, and the flow of patients through the integrated model and developing tactics to engage caregivers and patients. Performance is measured around safety, quality, cost, utilization, caregiver and patient experience, and appropriateness of care. The clinic is improving accountable care by improving care coordination, optimizing information and technology, and engaging primary care specialists to improve the quality of care provided to patients with various healthcare conditions.

The Connection Between The Management Strategy At Cleveland Clinic And How It Views New Opportunities And Innovation

There is a strong connection between the management strategy at Cleveland Clinic and how it views new opportunities and innovation. The clinic uses strategic workforce planning to ensure that it has the workforce required to meet its strategic goals. Strategic workforce planning enables the clinic to take appropriate action based on strategy and forecasts rather than waiting until a problem arises. It relies on external and internal data to track performance and make decisions based on forecasting and advanced analytics technology. The planning aligns with the clinic’s capability and capacity needs, including those that may arise in the future. According to Herrmann (2022), capacity needs are predicted based on economic drivers, internal business strategy, and historical trends.

Forecasting capability includes collaborating with partners through artificial intelligence and using emerging technology that can unlock innovation and capacity. The clinic uses various technologies and tools to gather the required data and track analytics. In addition, regular meetings are held with leaders to discuss growth opportunities and the technologies and strategies needed to leverage them. The human resource management team analyzes hiring trends and improvement areas to customize plans used to determine the number of employees required. After completing capability and capacity forecasting, the clinic’s strategic planning team creates a workforce strategy, including customized actions that can be used to address the clinic’s needs that will emerge within five years.

The Organization’s Ability to Execute Its Mission and Vision and Demonstrate Its Organizational Culture

Revisiting The Organization’s Mission Statement

Cleveland Clinic’s mission statement is reflective of what the organization does. The clinic provides information to patients to enable them to monitor their health and links patient involvement with medical records and improvement of healthcare practice. The clinic has also been innovating by introducing new patient education and engagement forms. The clinic also meets its mission through its physician-led care model and coordinating services across various clinical specialties focused on serving patients. The clinic is also using a collaborative model to address challenges in healthcare delivery and provide great outcomes for patients, nurses, physicians, administrative staff, and allied healthcare professionals. The clinic is also working with technology companies such as Microsoft to enable patients to access information from local markets in their accounts to make independent decisions to move the information to the clinic. This has played a vital role in increasing the availability of information for physicians to offer the best care. The clinic also uses innovation to continuously improve the quality of care provided to patients and trains staff to prepare them to respond to the changes in the healthcare sector. The clinic has also embraced clinical integration, which includes deploying clinical tools that enable doctors to place orders, enter notes in a computer, and get instant results, thus responding to patients’ needs within the shortest time.

Reviewing The Organization’s Vision Statement

Cleveland Clinic executes its vision in different ways. For instance, it uses a systematic framework to improve performance and monitor and improve the quality of care, patient safety, and experiences in all areas at every level of the organization. Performance improvement objectives and goals align with the organization’s vision through collaborative practice, focused improvements, and a proactive approach driven by processes and systems. The approach drives service and clinical excellence by emphasizing a culture of continuous improvement. Cleveland Clinic has also leveraged all its locations to improve performance. The clinic has also developed and implemented various models of care focusing on the patient-first principle to offer timely, safe, efficient, effective, and patient-centered care. Nonetheless, the vision might be adjusted for the current business environment by including a collaborative healthcare environment for patients and their families. Patients in the modern-day healthcare environment demand more involvement in their healthcare programs. Patient involvement includes informing patients about the healthcare plan used to treat them, actively engaging them in discussing their healthcare condition, and making decisions on appropriate healthcare plans. Cleveland Clinic needs to assure patients that they can participate in their treatment programs and involve their families in deciding treatment options.

Evaluating How Cleveland Clinic’s Values and Culture Could Be Made Actionable

One of the challenges that Cleveland Clinic may face is setting prices for healthcare services. According to Geetha & Prasad (2021), healthcare costs are rapidly increasing due to the rise of medication and medical equipment. The rising cost affects healthcare organizations’ revenue because they have to increase the cost of care, thus discouraging patients from seeking healthcare services from healthcare facilities that set high prices despite the quality of care provided. Cleveland Clinic needs to be prepared to deal with the rising healthcare costs without reducing the quality of care provided to its clients and the salaries paid to healthcare providers. The clinic’s values and culture could be actionable through its leadership to respond to the challenge. The clinic may leverage servant leadership to encourage healthcare providers to offer high-quality care to patients. They can be motivated through non-monetary benefits to maintain high quality and commitment to patient safety, thus retaining high revenue. The clinic could also use its values of quality and safety to guarantee high-quality, affordable healthcare services to clients by recommending cheaper and safe treatment options so that patients can pick what they can afford.

References

Cleveland Clinic. (2016). Cleveland Clinic: Every Life Deserves World-Class Care. Sydell and Arnold Miller Family Heart & Vascular Institute. https://my.clevelandclinic.org/-/scassets/files/org/heart/outcomes/2016/18-value-based-care.ashx?la=en

DuBrin, A. J. (2019). Leadership: Research Findings, Practice, and Skills (9th Ed.). Cengage Learning.

Geetha, G., & Prasad, K. (2021). The strategies to reduce healthcare costs and increase the quality of healthcare service delivery using hybrid technologies. 2021 Asian Conference on Innovation in Technology (ASIANCON). https://doi.org/10.1109/asiancon51346.2021.9544947

Herrmann, A. J. (2022). Strategic workforce planning for the future. Consult QD. https://consultqd.clevelandclinic.org/strategic-workforce-planning-for-the-future/

Iannotti, J. (2021). Cleveland Clinic meets the challenges of integrating and delivering world-class care in the Florida region. issue. https://issuu.com/pfstudio/docs/clevelandclinicflorida_cardiaccare__43dfc4efc81af5/s/12018158

Jeske, M. (2021). “Conflict of interest” or simply “interest”? Shifting values in translational medicine. Conflict of Interest and Medicine, 49-68. https://doi.org/10.4324/9781003161035-2

Rodwin, M. A. (2021). Conflicts of interest in medical practice. Conflict of Interest and Medicine, 109-128. https://doi.org/10.4324/9781003161035-5

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The MBA 600 course includes a Final Paper that covers the cumulative course content throughout our term. In your Final Paper, you will identify an organization to analyze in each of the areas of organizational leadership and management that we have discussed in this course. Your choice of organization can include either a) one of the companies included on the professor’s list of company choices, b) an organization of your choice that may be a non-profit, a social enterprise, or a different type of organization that is not necessarily a company, or c) an organization you propose as an entrepreneurial endeavor, for which you are willing to complete the final paper as a proposal including the components of the organization expected to be analyzed for the final paper. Regardless if you choose a, b, or c, all students must receive instructor approval of their choice for the final paper. Students should request pre-approval early in the term. Your assignment is a formal research paper analyzing the organization for its efforts in creating a positive organizational culture and a successful managerial strategy. As a guideline, 10-12 double-spaced pages would sufficiently cover the content for sections A through F in the instructions below.

The scholarly paper should analyze your selected organization of choice regarding its efforts over various areas of managerial oversight. Considering each of the topics that we have learned about in class, your analysis of the organization’s leadership and managerial initiatives will result in a scorecard of sorts, measuring how the company’s efforts are succeeding or where the company could focus on improving.

Students will demonstrate proficiency in business writing, including APA 7th ed. standards and citations, references, grammar, punctuation, headings, title page, and quality of sources with emphasis on scholarly references within the most recent two years. Students are expected to present concepts supported by the literature on organizational behavior, leadership, management, and organizational strategy. (Writing proficiency is worth 30% of earned grade).

Your paper should address how the organization’s leaders and managers are performing in these strategic managerial focus areas (the content of the paper is worth 70% of the earned grade):

Influencing organizational culture, including values, mission, and vision (See resources in Canvas Modules 5 & 6). Worth 10%

1. Report the organization’s values or guiding principles
2. Include the organization’s mission
3. Include the organization’s vision