Capstone Project - Section 5

Analysis of Mayo Clinic

Kurtis Gray

HA499

07 March 2016

Mayo clinic health system is a non-profit health organization that is based in Rochester, Minnesota and has a large number of employees ranging from 3900 physicians as well as more than 50,000 related health staff. This health care system has qualifications in scientific research and has been able to treat difficult health cases making it be one of the best organizations in the city. In terms of physical settings, Mayo clinic has presence in United States metropolitan areas of Arizona and Florida and also operates associated facilities right through Minnesota and Wisconsin. It has a very large college of medicine which also includes Mayo Medical School and Mayo School of Health Sciences (Ludwig, Viggiano, Mcgill & Oh, 1980).

Mayo clinic provides medical care for thousands of people in the U.S. and around the world; its client's bases are based on appointments as well as referrals by doctors from neighboring clinics. Many of the patients who are treated are serviced on outpatient basis which means that all the evaluations and treatments are done in this clinic. Most patients may return home after treatment while most patients who require inpatient care are always hospitalized in the clinic which is located on different campuses (Laurie, Moertel, Fleming, Wieand, Leigh, Rubin & Malliard, 1989).This medical facility has been able to provide best care to every patient and this is based on thorough clinical practice, research and education which are the secrets to success. Its model of care is defined by quality medical care delivery which includes meeting the needs of the patients. Delivery is based on care provided with compassion and trust among the physicians as well as respect.

According to the level of clinical activity, Mayo clinic is the world's largest multispecialty group medical practice which has been able to combine research, education and clinical practice to realize its activities of providing health care needs to patients and clients. It fosters team-oriented care and accountability hence has promoted absolute clinical excellence which has increased the level of clinical activities in this institution. It has specialized in information continuity as well as care coordination and transitions which have promoted easy access to appropriate care and information at all hours (Berry, 2004).

(Berry, 2004) says that Mayo clinic has developed an organizational structure that includes 386 dentists and physicians. It is such as multi-specialty clinic in which doctors share facilities, income, support staff and equipment. This clinic has been designed to serve the needs of patients in a convenient location where physicians are able to consult with each other and provide quality healthcare to the patients. Patients of Mayo clinic have learnt to develop relationships with support and administrative staff that is able to transfer across all the lines of treatment. The democracy of this clinic flourishes in a democratic process of decision-making among the management staff, the physicians and all the stakeholders of the clinic. This involves capital improvements, hiring and firing administrators which are abided by the majority of stakeholders. This developed organization structure gives room for doctors giving direct roles in decision making hence effective carrying of the board's objectives.

Mayo clinic's mission is to provide the best care to every patient every day through integrated clinical practice, education and research. The vision of this organization is to provide an unparalleled experience as the most trusted partner of health care. The institution's value is that the needs of the patient come first and some of the major goals and objectives of this clinic is to create a caring service environment by making sure that all the needs of the patients are met at any level of the organization (Ludwig, Viggiano, Mcgill & Oh, 1980). Goals likes caring with awareness has to involve high quality services as well as creating a welcoming environment to all patients. The organization supports increasing the diversity of patients and realizes a reduction in health disparities in order to support the mission and vision of the organization. It has also managed develop talents by recruiting and mentoring individuals as well as pursuing health equality by balancing opportunities in various faculties and administrations. Mutual respect and a healthy working atmosphere as well as societal commitment all have contributed to achievement of the missions and visions of the organization.

Mayo clinic has been able to follow the rights of both patients and consumers which include patient treatment with dignity and respect. The physicians have to recognize that all consumers and patients have rights and must be committed to honoring those rights. This organization also follows emergency treatment for all patients and access to care in which all patients have to be given impartial access to treatment regardless of their statuesque. Patients have to know the providers of care and are also subject to be treated with dignity and respect while ensuring their safety, privacy and confidentiality. Patients have the right to information and education as well as informed consent on the decisions involving their health. This organization has to follow all the rights of the patients in accordance with the United States laws and regulations regarding health facilities (Reddy & Campbell, 1993).

Mayo clinic has been able to achieve extra excellence in employee and patient satisfaction over the years of its progress. It has been able to foster a friendly culture that has met the customer expectations which has made the human resource management of Mayo clinic to earn great credits and deep loyalty by both patients and employees. Major Human Resource Management (HRM) strategies have been outline to deal with any arising issues in the workplace environment. Major resource and employee issues in Mayo clinic include nurses having very little margin with clinical decision making and employee decisions taking too long to make. This has been one of the major setbacks in this clinic. There has also been a misaligned incentive which has driven health care costs in mayo clinic as well as conflicts with physicians on the treatment of patients which may deal with corruption and misconducts in the clinic. There are also specific employee wrangles which the HR has to deal with in order to create a healthy working environment in Mayo clinic (Reddy & Campbell, 1993).

Mayo clinic has achieved commitment to the community by meeting the primary needs of patients as a fundamental value which has been accomplished within the thriving communities. It has also been able to partner with other world organizations to ensure that all people globally are receiving quality healthcare. Workers are also trained to meet future demands hence the community has the chance of living healthily. This clinic has a global medical destination through innovative economic developments which have attained much success over the years. It has been able to develop a future development strategy that increasingly supports a competitive business environment with other health institutions thereby providing quality care to outdo other health care facilities. The management has also planned to protect the world's current status being the premier medical institution (Curtright, Stolp-Smith & Edell, 2000).

Mayo clinic is a true national brand of health care in America, in conducting a SWOT analysis of Mayo clinic, it is very much important to take note of the strengths, weaknesses, opportunities and threats of this healthcare institution. The strengths of Mayo clinic stands at quality research and innovation which aids in discoveries of new disease treatment and prevention techniques. It has focused on quality of health care which includes successful surgeries, treatment with respect and dignity as well as quality appointments which coincide with the number of doctors. It has also developed an integrated medical record system and effective teamwork which allows for quality management (Chari, Smyrk, Levy, Topazian, Takahashi, Zhang & Farnell, 2006).

Major weaknesses of Mayo clinic are associated with ambulance care which has been rated below average in the past years despite the quality care system. Lack of consistency in treatment of patients has also been noticed across various compasses of Mayo clinic which requires maximum improvements. Most conflicts that arise in the organization include employee wrangles due to ethnic diversities which retard development. A look at opportunities in Mayo clinic will give us a positive deviation which involves translation of research into practice. Benefits have been circulated in terms of innovative systems which have created much room for different treatments and diagnosis (Curtright, Stolp-Smith & Edell, 2000). Its major opportunity also looks for focus on expansion into new environments to reach out globally to every needy patient which will have to broaden its scope. However, Mayo clinic faces threats such as lack of highly qualified medical practitioners in America, criticism on researchers by other counterparts as well as the increment in physicians who demand reimbursement for work done in future.

Reference

Ludwig, J., Viggiano, T. R., Mcgill, D. B., & Oh, B. J. (1980, July). Nonalcoholic steatohepatitis: Mayo Clinic experiences with a hitherto unnamed disease. In Mayo Clinic Proceedings (Vol. 55, No. 7, pp. 434-438).

Chari, S. T., Smyrk, T. C., Levy, M. J., Topazian, M. D., Takahashi, N., Zhang, L., ... & Farnell, M. B. (2006). Diagnosis of autoimmune pancreatitis: the Mayo Clinic experience. Clinical Gastroenterology and Hepatology, 4(8), 1010-1016.

Laurie, J. A., Moertel, C., Fleming, T. R., Wieand, H. S., Leigh, J. E., Rubin, J., ... & Malliard, J. (1989). Surgical adjuvant therapy of large-bowel carcinoma: an evaluation of levamisole and the combination of levamisole and fluorouracil. The North Central Cancer Treatment Group and the Mayo Clinic. Journal of Clinical Oncology, 7(10), 1447-1456.

Curtright, J. W., Stolp-Smith, S. C., & Edell, E. S. (2000). Strategic performance management: development of a performance measurement system at the Mayo Clinic. Journal of Healthcare Management, 45(1), 58.

Berry, L. L. (2004). The collaborative organization:: Leadership lessons from Mayo Clinic. Organizational Dynamics, 33(3), 228-242.

Reddy, A. C., & Campbell, D. P. (1993). Positioning hospitals: A model for regional hospitals. Marketing Health Services, 13(1), 40.