The transfer of perinatal services at St. Joseph’s Healthcare Centre (SJHC) to the Women’s and Children’s Services, London Health Sciences Centre (LHSC), include the relocation of clinical programs, 500 employees and 40 physicians. SJHC the perinatal program was among the leading hospital programs and was recognized as a world-class tertiary perinatal program for more than 30 years. The hospital is a comprehensive care for newborns include the care for very sick infants and extremely … Read more »

The transfer of perinatal services at St. Joseph’s Healthcare Centre (SJHC) to the Women’s and Children’s Services, London Health Sciences Centre (LHSC), include the relocation of clinical programs, 500 employees and 40 physicians. SJHC the perinatal program was among the leading hospital programs and was recognized as a world-class tertiary perinatal program for more than 30 years. The hospital is a comprehensive care for newborns include the care for very sick infants and extremely preterm infants. Moving to LHSC was a source of great concern to key stakeholders, leading scientists and specialists with much negative impact on the recruitment, retention and staff morale. The vice president, acute and outpatient care at SJHC and the Vice-President, Women and Children of the clinical business unit were you in all phases of restructuring at LHSC appointed to prepare leaders. Culture, safety procedures, team conflict, excessive turnover, structure, leadership orientation, among other things: the following issues on their agenda. Where should they start;? And how could they get doctors to think patient care managers and employees given past six months, that is to keep numerous issues that they employed on a daily, weekly and monthly basis
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from
Gerard Seijts,
Ken Mark
Source: Ivey Publishing
19 pages.
Publication Date: Oct 12, 2006. Prod #: 906C10-PDF-ENG
Leading Change in SJHC and LHSC: Burr under the saddle or a grain of sand in the oyster HBR case solution

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