In the early 1990s, Bloomington Hospital was a nonprofit 269-bed hospital owned by a nonprofit corporation, Bloomington Hospital Inc. The Local Council of Women, a social organization, founded the hospital in 1905 and owned it until 1987, when the ownership was reorganized, and title to real estate and hospital assets was transferred to the corporation the council retained veto power on major decisions, but for operating matters hospital administration answered to the hospital’s board of directors. The hospital considered a secondary- care facility.
Primary care would include the patient’s first contact with the health system, typically made through a physician at an office or clinic or through a smaller hospital offering only such services as emergency rooms, X-ray facilities, and rooms for patients. Secondary-care facilities, including such specialized services as cardiac catheterizations and neurosurgery, and were often used as referral centers for specific regions. Tertiary-care facilities such as large metropolitan hospitals, provided more specialized services such as trauma centers, burn unit, and cardiovascular unit.
Co’s Vision, Mission, CSR Our Mission Bloomington Hospital exists to provide comprehensive, high quality, Cost effective and caring services to the people of South Central Indiana. I. Statements of objectives To know why did they failed in planning/strategy at cardiovascular surgery. II. Central Problem Why did the hospital failed in planning/strategy? III. Areas of consideration (SWOT ANALYSIS) Strength 1. It is famous. 2. They improve their skills. 3. Good service Weakness 1. Surgeons lack of knowledge. 2. Expensive services.
3. Lack of coordination Opportunities 1. Have many types of services. 2. Can still improve their skills. 3. Can help people better. Threats 1. Have many competitors. 2. Some of their services are dangerous. 3. Can have high debt. IV. Alternative course of action POSITIVE 1. They should plan a better strategy. 2. They should improve their knowledge before engaging to dangerous service. 3. They should hire surgeons that have knowledge to a heart. NEGATIVE 1. If they failed in strategy they can kill their patient.
2. It takes time to perfect practice their heart surgery. 3. It’s hard to tell if the surgeon is knowledgeable when it comes to heart. V. Strategy Formulation I conclude that the best solution of the problem to alternative course of action no. 2 which is they should improve their product because if they don’t have a knowledge on the heart they might killed the patient and if the patient died they can have a case. VI. Plan of Action 1. Improve their knowledge 2. Formulate a good plan or strategy.
3. Train their surgeons. VII. Potential Problem 1. What if the surgeon is old enough to study? 2. What if the formulated plan is failed? 3. What if they reach the limit of their knowledge about the heart? VII. Contingency of Plan 1. They should give him a benefit so they can convince them to study more. 2. They should see the foresight of their plan. 3. They can still study heart and find out if they found an error of their study and review it because the life of their patient depends on it.