LHSC

Case Solution for Leading Change at SJHC and LHSC: Burr Under the Saddle or a Grain of Sand in the Oyster

Complete Case details are given below :

Case Name :      Leading Change at SJHC and LHSC: Burr Under the Saddle or a Grain of Sand in the Oyster
Authors :           Gerard Seijts, Ken Mark
Source :             Ivey Publishing
Case ID :            906C10
Discipline :        Human Resource Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The transfer of perinatal services at St. Joseph’s Health Care Centre (SJHC) to the Women’s and Children’s Services at London Health Sciences Centre (LHSC), included the relocation of clinical programs, 500 staff and about 40 physicians. SJHC’s perinatal program had been among the hospital’s premier programs and was recognized as a world-class tertiary perinatal program for more than 30 years. The hospital’s comprehensive care for newborns included providing care for very sick infants and extremely premature babies. The move to LHSC was a source of much concern to key stakeholders, leading scientists and specialists with much negative impact on recruitment, retention and staff morale. The vice-president, acute and ambulatory care at SJHC and the vice-president, women and children’s clinical business unit at LHSC were appointed to help prepare leaders throughout all stages of the restructuring. On their agenda were the following issues: culture, safety procedures, team conflict, excessive turnover, structure, leadership orientation, among others. Where should they start; and how could they get physicians, patient care leaders and staff to think past six months, given that there are numerous issues that keep them busy on a daily, weekly and monthly basis?
 
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Case Solution for Influenza Pandemic Planning at LHSC

Complete Case details are given below :
Case Name :      Influenza Pandemic Planning at LHSC
Authors :           Elizabeth M.A. Grasby, David House
Source :             Ivey Publishing
Case ID :            908C11
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The manager of occupational health and safety services at the London Health Science Centre (LHSC) is a member of a team developing a plan to prepare LHSC to manage various issues in the event of an influenza pandemic, particularly in its hospitals. Such an event would place severe strain on LHSC’s employees and on the organization’s ability to provide health care to the public. The manager has to resolve several ethical concerns while ensuring compliance with the Ontario Health and Safety Act. She also has to recommend how best to communicate the plan to the LHSC staff.
 
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Case Solution for Project HUGO at LHSC: Leading Urgent Change in Healthcare

Complete Case details are given below :
Case Name :      Project HUGO at LHSC: Leading Urgent Change in Healthcare
Authors :           Cara Maurer
Source :             Ivey Publishing
Case ID :            W11379
Discipline :        Organizational Behavior
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes in rich detail the change challenge the director of pharmacy services at London Health Sciences Centre (LHSC) faces in September 2011. She is responsible for implementing project HUGO, an acronym for Health Care UnderGoing Optimization. HUGO is a computerized system that requires a switch from paper and pencil to fully electronic patient records. This project is the most complex and comprehensive one that London area hospitals have ever undergone: the project includes a total of 11 healthcare organizations in London and surrounding region, with expected project costs in excess of $25 million. Implementing HUGO has the potential to save lives in the hospital, where critical errors are often linked to manual processes that involve multiple steps and people. Despite the strong reasons for implementing this project, the director expects significant resistance from nurses, doctors and staff who are used to their way of operating. It is clear that this change challenge involves not just the adoption of new technology but a significant cultural change.
 
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