A Case Study Of Faith Community Hospital

Paper Summary:

The paper examines and discusses several distinct and notable problems concerning a case study about the Faith Community Hospital. The key problem, or the problem of highest concern, as expressed in the case study, is that the level of patient care at this hospital is at risk. However, this is merely evidence to uncover serious or more noteworthy problems. In this case study, a variety of recognizable problems are introduced as well as the tools and techniques utilized to determine them. Several solutions to these problems are discussed, before the writer concludes that solving the main problems at the hospital will ultimately lead to better patient care and practices for the Faith Community Hospital.

Outline:
Identifying and Understanding the Problems
Client and Staff Misconceptions from an Ambiguous Mission Statement
False or Misleading Values
Inconsistent Procedures and Policies
Addressing Ethical Misconceptions
Discussing Discrepancies in Monitoring Control and Financial Obligations
Problem Resolutions
Devising a Clear and Concise Mission Statement
Consistently Govern and Regulate Ethical Practices
The Board of Directors Must Monitor Finances and Procedural Control

From the Paper:

"There is obviously a problem with the mission statement since the CEO, Pat, tells Chris Smith, the newly promoted executive assistant, "We've got some interesting interpretations of the mission statement being made in all of our stakeholder groups...any idea what's going on out there?" The main problem here is that the mission statement is not written clearly enough, and it could easily be misinterpreted by the reader because of that person's ethical or religious beliefs. In addition to this, it is relevant that the mission statement addresses all types of stakeholders who each have different needs or concerns with regard to health care and the services they seek or expect. These undefined interpretations from the different groups denotes that the hospital is viewed in many different ways, and since the hospital itself has an unclear mission, other groups or organizations involved will most certainly have similar misleading perceptions."

Sample of Sources Used:

• Chervenak, F. A., & McCullough, L. B. (2002, Jan). Professionalism and justice: ethical management guidelines for leaders of acedemic medical centers. Acedemic Medicine, 77, No. 1. Retrieved Jan 15, 2006, from http://www.atgci.org/resources/ documents/professionalism%20and%20justice_ethical%20management%20guidlines%20for%20leaders%20of%20academic%20medical%20centers.pdf.
• The American Nurses Association, Inc, (2005). Code of ethics for nurses with interpretive statements. Retrieved Jan. 13, 2006, from ANA the Center for Ethics and Human Rights Web site: http://nursing world.org/ethics/code/protected_ wcoe303.htm.
• University Library Electronic Reserve Readings (ERR) (2003). Retrieved from University Of Phoenix Library.
• Woodfuff, P. (1994). Governmental ethics and organizational culture. T. L. Cooper ed. handbook of administrative ethics. New York: Marcel Dekker.

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