Case Study Analysis on SouthCentral Foundation
MHA FPX 5040 Assessment 2 The South-Central Foundation (SCF) made significant changes and improvements under the leadership of Catherine Gottlib, who served as CEO since 1987. Originally started in June 2014 with an employee of 1,750, SCF expanded its services, including encouraging primary care center and the Local Community Health Center. The congratulating model led the analysis, focused on people, structure, function and culture in the organization. The goal of Gottlib’s vision was aimed at creating a welcome and safe environment for the people of Alaska Native and American Indian (Ain), who challenges the status quo for the traditional SCF (Cooper, 2023) traditional health system.
Elements of The Problem
Before Gotlib’s term of functioning, SCF was facing organizational lethargy, especially highlighted despite 7-9 hours in the average of the extended patient’s waiting time. Patients often experience dissatisfaction and cause negative perceptions of the health organization. A clear vision or lack of assignments complicated these problems, and interrupted effective surgery and patient care. Such deficiencies emphasized the quality of the health care system and the imperative for organizational changes to increase society’s satisfaction (Gauli et al., 2023).
MHA FPX 5040 Assessment 2 The community that was served with SCF faced important challenges, including limited health services, long -term time and dependence on the emergency room for all medical requirements. The situation threatened public health, with many members of society at risk of insufficient access to health services and unwanted health results. Addressing these requirements requires extensive improvements to improve service efficiency, expand the facilities and prefer the patient’s goodness (Cooper, 2023).
MHA FPX 5040 Assessment 2 Case Study Analysis: Part 1
Need for Change
Gotlib’s first -hand experience as a patient highlighted urgent for changes in SCF. He launched reforms that focus on promoting a welcome environment and cultivating partnerships in society. Through the visionary leadership, Gotlib took the initiative to bridge the existing state of SCF and its desired future, stressed employee training, commitment and patient -focused care (visionary management, visionary goal: NPHW@25, 2020).
Challenging the Status Quo Gottlieb
Challenged traditional practice with health care and alliances with political leaders, and promoted innovation and culture of responsibility. He implemented programs such as Executive Leadership Experience (ELE) and Special Assistant Program (SAP) to care for new leaders and drive organizational change. The purpose of this effort is to strengthen society to better serve society to create a customer -focused culture and strengthen the infrastructure of SCF (Gauly et al., 2023).
Conclusion
During Gotlib, SCF made a transformative trip to a model for health protection skills from a relaxed organization. The SCF improved the quality and society’s effect of the service, promoted the culture of continuous improvement, promoted the culture of continuous improvement and builds a strategic partnership. Gotlib’s inheritance provides an example of intensive influence visionary leadership, which may be to revive the health care system for better service by the marginalized population (Cooper, 2023).
References
Cooper, J. (2023). Instruction management: Construction of conditions and community participation. Knowledge search, 52 (1), 10-18. Gaul, J., Court, R., Curry, G., Sers, K., Clarke, A., Matcaf, A., Wilson, A., Hazel, M., and Grove, A. L. (2023). Powering Leadership in Surgery: A real review of intervention and strategies to promote evidence -based management in health care. Implementation science, 18, 1-25.
https://doi.org/10.1186/s13012-023-01274-3
