Guelph General Hospital Case Solution
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: March 29, 2016
In November 2010, the senior director of Inpatient Services at Guelph General Hospital, which was located in a little city in Southwestern Ontario, Canada, was dealing with concerns regarding the execution of the Process Improvement Program, part of a province-wide pilot job. Starting in October 2009, the program had actually been checked at the hospital to handle a weakening organizational culture and bad efficiency evaluations. Guelph General Hospital was pestered with ineffectiveness: clients leaving unattended, low personnel spirits, a defensive (blame) culture, and an absence of interdepartmental cooperation. The brand-new program was subject to the "lean" approach established by Japanese vehicle producers, however its usage in the hospital had actually raised concerns about whether or not it was appropriate in a health care setting.
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