A major teaching hospital in inner-city Richmond tries its tradition as a public research institution hospital serves all in need, at the same time it attracts new, fully-insured patients to keep them. In a first step chooses a new top administrator, developed a “Guest Relations” program to collect complementary aspects of the hotel with the methods of the hospital culture. The relatively simple idea proved less than easy to implement, however. Employees with a commitment to the hospital’s existing culture Skitt … Read more »

A major teaching hospital in inner-city Richmond tries its tradition as a public research institution hospital serves all in need, at the same time it attracts new, fully-insured patients to keep them. In a first step chooses a new top administrator, developed a “Guest Relations” program to collect complementary aspects of the hotel with the methods of the hospital culture. The relatively simple idea proved less than easy to implement, however. Employees with a commitment to the hospital’s existing culture are shy, and some even fear that the new policy are better insured patients implies to obtain a better level of care. A complex administrative structure frees physicians who report the academic, non-administrative overseer of training programs. Nurses are skeptical. HKS CERTIFICATE 1017.0
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from
Phillip Holland,
Jerry Me Ling,
Esther Scott
14 pages.
Release Date: 1 January 1992. Prod #: HKS516-PDF-ENG
Changing culture of a hospital: The Guest Relations Program at the Medical College of Virginia Hospitals HBR case solution

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