A hospital is a difficult place to run because there so many aspects to manage. There are many types of doctors and nurses, and so many departments in this type of facility. The patients come in a wide variety of different ailments, needs, colors, sizes, personalities, and beliefs. Not to mention, with all of the equipment, devices, and people coming and going a hospital can seem like a small town in itself. That is why it will take a group effort, open communication, and positive reinforcement to keep it running smoothly. I will address this case study by identifying each problem, advise an adequate solution for each problem, and give a reason for each solution.
The first problem starts from the top where the stakeholder groups have different interpretations of the mission statement. This makes it difficult to determine how many of our stakeholders realize or understand the differences between ethics, laws, beliefs, oaths, etc. The American Heritage dictionary expounds on ethics as being the study of general nature of morals and of specific moral choices. In like manner, the definition of laws is rules of conduct established by custom, agreement, or authority. Beliefs are also explained to be a conviction or opinion. Lastly, oaths are formal promises to fulfill a pledge often calling on God as a witness. If they do understand, how many accept the fact that we draw our value lines at diverse junctures when it comes to applying these ground rules? This problem could be cleared up by having the CEO calling a meeting of the stakeholder groups and discuss the mission statement, distinguish the definitions of policy according what benefits the hospital, not one's own interpretation of how they apply as a commencement to getting everyone ...