Analyzing Health and Human Service Management at Cleveland Clinic

This case study delves into the health and human service management strategies employed by the Cleveland Clinic, a leading healthcare center in Ohio. Founded in 1921, the clinic has grown to encompass multiple hospitals, family health centers, and primary care offices. The case highlights the clinic's transformation through innovations like the coronary angiogram and its commitment to evidence-based practices and data-driven quality improvements. It also explores the use of electronic medical records and patient-centric technologies. Leavitt’s analysis tool is applied to assess the clinic's structure, people, technology, and tasks, illustrating how these elements contribute to its overall success in healthcare delivery and patient care. Desklib offers a platform for students to explore this and other solved assignments.

Running head: HEALTH AND HUMAN SERVICE MANAGEMENT
Health and human service management
Name of the student:
Name of the university:
Author note :

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HEALTH AND HUMAN SERVICE MANAGEMENT
Case study:
Cleveland clinic is health care centre in clave land Ohio that has approximately 43, 000
employee including 3200 staffs and 10, 965 nurses. Nearly ten community hospitals in northern
Ohio, approximately 18 family health along with ambulatory surgery centers and approximately
59 primary care offices are situated in Cleveland (Church et al., 2017). For a decade, this
hospital ranged in top ten in nation and heart, and the vascular institute was top ranked for
straight 21 years . It was first founded in 1921 by four distinct clinicians who aim to treat the
soldiers in World War I (Cui et al., 2017). The first transformation of the clinic was the
development of coronary angiogram imaging procedure by Dr. F Mason sons who were a
milestone for the cardiac department of the hospital and thoracic and cardiovascular surgery,
cardiothoracic anesthesiology department were collaborated together as facilities. Over the time,
the healthcare centre provided a set up for intensive cardiac care. However, the clinic was paid
less than any academic hospital in Cleveland and begins to compete with the other hospital much
later. The group efforts of the employees to improve the quality of the healthcare and
implemented evidence-based practices were awarded from USA (Mohapatra et al., 2016). The
group of employers in Cleveland effectively collected and published the data of comparative
study on hospital quality. Moreover, they used different techniques such as electron medical
records with EPIC software for the organized databases of the patients, my practices and my
chart for accessing the patient and physician. Later, the health care centre focused on the medical
education, patient-centric care for setting an example worldwide.

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Leavitt’s analysis tool:
It is an unique approach to change that also defined as Leavitt’s system model
(Ceptureanu, 2015). Levitt’s view of the organization enables us to visualize the internal status
of any organization through four lenses.
Structure:
The structure of the Cleveland multi-specialty hospital is a combination of the functional
clinical and organizational and owned by the CEO, Dr Delos Cosgrave. The functional such
cardiothoracic department, clinical systems, information technology, disease and organ systems,
new delivery institutes, individual expertise institutes.
People:
The aspect of the case study is clinicians who are highly engaged in improving the
clinical settings by implementing evidence-based practices in the clinical area, performing the
electronic medical record in clinical setting and collaborating different departments to provide
health care. Furthermore, the organization focused on collecting data about the health care and
published it. The health care had 43,000 employees that includes 3200 staff physicians,
approximately 10965 nurses and 1710 physicians (Jankalová & Vartiak, 2017).
Technology:
The technology chosen by the organization was unique since they use techniques which
are patient-centric and clinician centric. Information technologies involved the electron medical
record for patients, my practice and my chart were used that patient and clinicians can access
directly (Mohapatra et al., 2016).

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Task:
Workflow is crucial to provide the care to the patients. The clinical settings and systems
are designed to actively support the organization. They developed the different educational and
development project to improve health care.

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References:
Ceptureanu, E. G. (2015). Research regarding change management tools on EU SMEs. Business
Excellence and Management Review, 5(2), 28-32.
Church, J., O’Malley, M., Laguardia, L., Crowe, D., Xhaja, X., Hasson, H., ... & Leach, B.
(2017). HEREDITARY COLORECTAL CANCER REGISTRY: A CLEVELAND
CLINIC FOUNDATION EXPERIENCE. Revista Médica Clínica Las Condes, 28(4),
553-560.
Cui, T., Ward, M. C., Murray, E. J., Potter, J., Dorfmeyer, A., Belfi, C., ... & Xia, P. (2017). A 7-
Year Institutional Experience in Dosimetric Quality Improvement for Oropharyngeal
Cancer: Progress to Date. International Journal of Radiation Oncology• Biology•
Physics, 99(2), E331-E332.
Jankalová, M., & Vartiak, L. (2017). Identifikcation of bases for evaluation of the business
excellence status in relation to the CSR concept. Int. J. Qual. Res, 11, 315-330.
Mohapatra, S., Murphy, E., Chao, S., Suh, J., Stevens, G., Peereboom, D., ... & Ahluwalia, M.
(2016). ACTR-44. TREATMENT OUTCOMES IN ELDERLY PATIENTS WITH
GLIOBLASTOMA: THE CLEVELAND CLINIC EXPERIENCE.

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