Community Hospital Case Study Nursing
Today, community hospital becomes a fast-paced environment. The growing number of consumers, including the median age from 40 to 41 years old in the American health care system; the community hospital strategic management is a fender-bender with the country economy and politic. In the same vein, the Patient protection and Affordable Care Act expansion of health care of many New Jersey’s people have allowed some things that were limited. People with a pre-existing condition and the children who remain on their parent’s insurance until age 26 are some of the examples. Consequently, the community hospital needs assessment and formulation of new strategic management to keep up with the health care expansion strategies, including directional,
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PAs and NPs reduce cost because they are paid through capitation salary, but the hospital must provide incentives to recruit and to retain them. CMC has the opportunity for expansion; however, this must be synchronized with an adaptive information system, including electronic medical record and a secure internet to facilitate coordination of care. The hospital has limited sophisticated equipment and an updated plan for a long-term.
The CMC must maintain its excellent reputation in servicing the communities of Medicare and Medicaid, and people with less cost insurance. In contrast, CMC must apply operational strategy to reduce identified significant weakness in the area of readmission of heart failure and pneumonia. Its strategic management is relevant to better unlock the advantages in the contrasting competitive advantage. These strategies are most advantageous for the community hospital. Not just that they create capability to withstand the competitive advantage and today dynamic, but they fit outperformance for several reasons and some are:
• Capture hospital vision, mission, and value
• Give the hospital’s leadership a distinct
PAs and NPs reduce cost because they are paid through capitation salary, but the hospital must provide incentives to recruit and to retain them. CMC has the opportunity for expansion; however, this must be synchronized with an adaptive information system, including electronic medical record and a secure internet to facilitate coordination of care. The hospital has limited sophisticated equipment and an updated plan for a long-term.
The CMC must maintain its excellent reputation in servicing the communities of Medicare and Medicaid, and people with less cost insurance. In contrast, CMC must apply operational strategy to reduce identified significant weakness in the area of readmission of heart failure and pneumonia. Its strategic management is relevant to better unlock the advantages in the contrasting competitive advantage. These strategies are most advantageous for the community hospital. Not just that they create capability to withstand the competitive advantage and today dynamic, but they fit outperformance for several reasons and some are:
• Capture hospital vision, mission, and value
• Give the hospital’s leadership a distinct