Personally leadership analysis

Johns Hopkins All Children's Foundation

Miatta Teasley

Capella University

MHA-FPX5012

Organizational Leadership and Governance

Professor Chad Moretz

April 30,2023

Johns Hopkins All Children's Foundation

Introduction

Competition is encouraged in organizations all over the world to encourage provision of quality care in healthcare organizations. With enough competition from competitors, healthcare organizations will be able to enhance their competitive advantage by providing customized treatment experience. Organizations therefore have to conduct organizational analysis to identify some of the prevailing issues, problems, challenges and areas that need improvement to up their service delivery to patients. The current analysis analyzes the Johns Hopkins All Children's Foundation business environment to identify problems that may be affecting the organization.

Part 1: Environmental Analysis (SWOT Analysis)

The hospital enjoys a number of strengths, which have given the organization its current competitive advantage. In regards to the strengths, the hospital is affiliated to one of the best hospitals in the world. There is availability of funds to conduct research and high level of health care technology (John Hopkins, 2018). The hospital enjoy high level of local funding and it has several healthcare programs that provide required data for treatment. Weaknesses at the organization include low wages and poor recruitment methods and lack of effective communication among the staff. The hospital has no employee recognition programs and it does not recruit doctors and nurses regularly.

Despite the prevailing weaknesses in the organization, it is presented with different opportunities to leverage on and overcome the weaknesses. The opportunities include, increase the scope of services, encourage a culture of improvement in the hospital and conduct community outreach John Hopkins All Children. Others include partner with other community-based organizations and develop online medical services (Cunningham, 2015). The company is also faced with threats and they include high level of aging workforce and population, rising number of infectious illnesses and high prevalence of lifestyle illnesses. Others include limitations of practices from government regulations, language barriers limiting communication and high level of competition.

Part 2: Organizational Assessment and Scorecard

Values, Mission, Vision

The healthcare organizations mission, vision, and values are held by the organizations with high regards. They are aimed at ensuring that any patient that walk through their door is served as expected with high level of precision. They use mission, values, and vison statements as tenets to care, conduct research, and provide medical education and as a foundation for strategy development. The vison of the organization is to “Create a healthy tomorrow… for one child, for All Children” (John Hopkins, 2018). The mission of the organization is to provide leadership in child health through treatment, advocacy, and research. The values of the foundation includes value for patients and customers by John Hopkins All Children and their employees to stay true to their organizational values in all that they do. They value to have: honesty, integrity, be inspirational, have hope, collaborate, have teamwork, inquire and innovate. To be compassionate, have respect, and to be responsible and safe. The value statement or the organization is "There is only one child in the entire world, and that child's name is All Children" (John Hopkins, 2018).

Organizational Scorecard Table

	Objectives	Measures	Targets	Initiatives
Financial	Demonstrate	-Alternative level of	-Less than 25%	Improve systems
To sustain our mission	accountability and	patient care	-Goal of 90%	by researching
financially, what should our	efficiency	-Nursing worked hours		other hospitals
Focus be.				Practices.

Customer	Overall patient	-Overall rating of care	-65%	Staff leadership
To John Hopkins All Children eve our vision, how	satisfaction	-Employee and	improvement
should be appear to our		physician engagement	-Greater than
Customers?		-Family physician	50%, per
		receive discharge	survey
		summaries	-90% given
Internal Business Process	Focus on patient-	-Rate of inpatient falls	-Less than 5%	-Revamp
What must we excel at to	centered care	-Surgery safety	-88%	reporting process
Satisfy our stakeholders?		compliance checklist	completed	-Report from
		-Compliance with	-75% compliant	review groups
		hand-hygiene policy
Learning and Growth	Enhance and	-Complete	-80% by end of	Hire a new
How should we better	maintain a healthy	performance	John Hopkins All Children quarter	human resources
develop out systems to	Work environment.	development plans	-100%	lead
Serve our patients?		-Leader learning	completion rate
		development

Part 3: Gap Identification

As for the internal environment, John Hopkins All Children works very hard to make sure they keep up with current practices for nurses, keep their nurses’ education up to date, and work to hire more nurses quarterly to accommodate staffing changes. John Hopkins All Children has worked with its nurses to come up with a model that allows the nurses to have a say in what is being done in the organization and accommodate their wants and desires. John Hopkins All Children has increased their specialty certification by providing resources and review courses for their clinical nursing staff to allow them to feel comfortable and competent with current practices. They have also collaborated with local nursing collages to offer on-site RN to BSN programs for their nurses who would like to earn their John Hopkins All Children for degree or higher (John Hopkins, 2018). This allows John Hopkins All Children to push for their goal of eighty percent of their nurses to be John Hopkins All Children for or higher degree nurses. This also helps them to outrank other hospitals in the area that may not be able to say that they have as many john Hopkins All Children for nurses.

Part 4: Leadership Recommendations

While stakeholders are currently concerned by the increase in medical errors and negative publicity John Hopkins All Children has been receiving in the last two years, they are still standing strong with the organization and pushing them to remain highly ranked. Stakeholders are currently working with the leaders of The John Hopkins All Children organization to come up with ways to not only fix the errors that have occurred, but to prevent any further errors from occurring. The stakeholders have agreed that in John Hopkins All Children ’s current state it is most important to not only make changes to their current mission and Values, but to more importantly to evaluate their staff and do what is necessary to decrease their number of medical errors.

When John Hopkins All Children created their mission, vision, and values, they were aiming to care for All Children, hold true to these values, but as time went on, and errors occurred, they have seemed to lose sight of these values. By not reporting their medical errors, they have stopped appropriately advocating for their patients. Since they are not holding true to their values, it may be necessary to make changes to their vision and mission. It is also necessary to evaluate every staff member and determine the number of errors John Hopkins All Children of them has committed. Those with high numbers of errors will need to be evaluated, reeducated, and if necessary, let go to improve the organizations function and patient outcomes. John Hopkins All Children needs to go back to being advocates for their patients and always putting their patients first (US Department, 2017).

Part 5: Leadership Implications

Based on what was discussed above with the changes that are necessary to close the gaps in the ACH organization is will be necessary for the organizational leaders to determine when and where these changes are necessary and make sure they are implementing the changes in all cases. It will be their responsibility to be stern with these changes and if at any point a team member is not holding up to the ACH standards after being given the opportunity to change their ways then it is pertinent that the organizational leaders make the decision to let that team member go.

In the same sense, the organizational leaders must hold true to the mission, vision, and values as well and hold each other accountable to make sure everyone in the organization is functioning appropriately and how they should be. The leaders will be responsible for implementing changes, making sure they keep up with the changes themselves, be open to what their team members have to say, and make sure all their team members make the necessary changes and care for their patients appropriately. The top priority for the organizational leaders is to make their teams feel as if they can come to them, talk with them, and show them that they have a say (Creative Leadership, 2018).

References

Appleseed. (2015, May). Economic Impact of All Children's Hospital. Retrieved July 7, 2018, from http://web.jhu.edu/administration/gca/_gca-2017/projects/publications-and- reports/economic-impact-report/EIR Documents/EIR 2014/ACH Report.pdf

Center for Creative Leadership. (2018). Why Communication is So Important for Leaders. Retrieved January 4, 2019, from https://www.ccl.org/articles/leading-effectively- articles/communication-1-idea-3-facts-5-tips/

Cunningham, P., Garfield, R., & Rudowitz, R. (2015, April 30). How Are Hospitals Faring Under the Affordable Care Act? Early Experiences from Ascension Health. Retrieved July 11, 2018, from https://www.kff.org/health-reform/issue-brief/how-are-hospitals-John

Hopkins Medicine. (2018). About Us. Retrieved July 7, 2018, from https://www.hopkinsallchildrens.org/About-Us

John Hopkins Medicine. (2018). Nursing. Retrieved July 11, 2018, from https://www.hopkinsallchildrens.org/Health-Professionals/Nursing

US Department of Health. (2017, May 12). Twenty Tips to Help Prevent Medical Errors: Patient Fact Sheet. Retrieved January 4, 2019, from https://www.ahrq.gov/patients- consumers/care-planning/errors/20 tips/index.htmlReferences