The case study of the Mount Auburn Hospital

The case study of the Mount Auburn Hospital

The case study of the Mount Auburn Hospital starts by addressing the organization’s foundation and leadership. The article addressed the challenges that the company faces in the healthcare field and how it solves these issues. Some of the problems that were faced by Mount Auburn Hospital were due to the rapid changes that occurred in the company. Some of the problems that affected the Mount Auburn Hospital included roadblocks in the state’s regulations, the deficit in revenues, and capital constraints (Roberts & Kanji, 2005). The Mount Auburn Hospital was founded in 1886, which started as a charitable medical facility. The services of this healthcare sector were given to the working class and the poor in the country. The paper’s issue is to address the leadership issues that affected the organization, and it will mention a leadership style used to solve the problem.

Merging of the hospitals became a trend in the country that pushed Mount Auburn Hospital to merge with other health centers like CareGroup organization, Pathway health Network, and Beth Isreal Hospital. The importance of merging was to create new networks in large geographic areas for the Mount Auburn Hospital, attract contracts. This merging created problems for the organization under the leadership of Lynch, and the organization had to struggle to gain a competitive advantage. In 1998, the struggles were felt since the company started making losses on operations like ten million dollars (Roberts & Kanji, 2005). The other problems that Lynch faced were tensions between the physicians and the administrators of the hospital. Lynch and the medical staff leadership had disagreements that affected the operations of the company. Lynch and Chief of Medicine’s disagreements were in the open in which Lynch was making efforts to eliminate the Chief of medicine. Also, problems arose for the company when the hospital lost two doctors, and the relationship between the Chief Executive Officer and the physicians had gotten worse.

New leadership was introduced to Mount Auburn Hospital when Lynch resigned as the Chief Executive Officer of the Company. The new leader Dr. Andrew became the hospital’s new leader, and the staff felt relieved with the new leader. The issue of leadership and managing resistance of employees is the key aspect addressed by the author of this article. When Clough became the chief executive officer of the Mount Auburn Hospital, she faced resistance. The staff felt that they lost Andrew, who had learned to listen to them. However, Clough applied leadership strategies to get to the employees to reduce tensions and promote the organization (Roberts & Kanji, 2005). Her leadership skills brought the physicians and other staff together, who then were able to work as a team. Clough built morale among the employees and the leadership by holding a regular meeting with the employees and listening to them. She used a recognition method to motivate the employees, and for the leader, Clough always listened to the views of other leaders in the organization. The resistance from the leaders and the employees was reduced because of her democratic leadership style. In this style, the leader accommodates the views of other team members of the community. According to the article, Clough opened doors and was willing to listen to others, making them feel valued. This leadership style led Mount Auburn Hospital to achieve the goals of ensuring quality healthcare to the community. Clough gained the hospital staff’s approval as their leader since her leadership satisfied the staff in delivering quality healthcare in the community. The success of the Mount Auburn Hospital can be evaluated through enough staff that includes eight hundred certified physicians that can be used in maternal care, emergency medicine, and other healthcare fields (Roberts & Kanji, 2005). Also, Mount Auburn Hospital has two thousand seven hundred healthcare staff that can be used for services in homecare, community practices, and in the hospital. This personnel can offer quality services to the patients in the hospital hence the achievement of Mount Auburn Hospital objectives.