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Case Studies by Julie Battilana

6 case studies

by Publication Date
published: 14 Oct 2016

  • Industry: Hospital

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Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management

Related:

published: 14 Oct 2016

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

Show details ...

Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management

Related:

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
Deborah Jamieson, Advanced Practitioner at the University College London Hospital (UCLH) National Health Service (NHS) Trust, had been employed to set up nurse-led pre-admissions clinics within the Trust and to improve the existing day surgery clinics. The case describes how she manages to recruit and train nurses to run these clinics. She draws on her experience in the US to encourage the nursing staff to take on more clinical responsibilities. The case examines how nurses' roles are developing within the NHS as they take on more tasks that have traditionally been the responsibility of doctors and consultants (attending physicians). The case describes how Jamieson changes the mindset of the key players (managers, consultants and anaesthetists), and how she implements the pre-assessment clinics and improves the existing day surgery pre-admission process. Patient satisfaction is increased and fewer operations are cancelled, thus reducing costs for the Trust.

Pedagogical Objectives:
This case can be used to illustrate the following leadership and management concepts: - Strategic change and the alignment of change activities at the business unit, team and individual levels - Issues related to the adoption of externally developed managerial innovations - Economic complements and substitutes as applied to professional role expansion -The process of leading organizational change initiatives

Keywords:
Leadership, Organisational Change, Service Redesign, Staff Empowerment, Economic Complements and Substitutes, Service Improvement, Role Redesign, Innovation Adoption

Prizes won:
- 2006 EFMD Case Writing Competition, Public Sector Innovations Category

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

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Abstract:
This case examines how Martin McShane, a general practitioner and physician manager at the Moss Valley Medical Centre, changes the mindset of all the key players involved in caring for the elderly and implements a proactive, prevention-oriented care model. McShane is up against all the different elements of the NHS - primary care, social services and acute care. Through skilful management of the various players, he succeeds in smoothly integrating new systems throughout the region. A nurse-led service for tracking hospital admission and discharge of elderly patients is introduced, with systems implemented to improve continuing care of patients and communication between services that ultimately reduce hospital stays and admission rates.

Pedagogical Objectives:
The learning objectives of this case are to: - Understand the process of change and effective leader actions - Become familiar with organizational arrangements to promote service-level integration - Understand mechanisms of power and politics associated with engaging powerful constituents in the organizational change process - Develop strategies to implement externally mandated regulations and service innovation

Keywords:
Leadership, Organisational Change, Service Redesign, Chronic Disease Management, Innovation Adoption, Public Sector Management, Inter-Organisational Collaboration, Hmi, Healthcare Delivery and Management

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

Show details ...

Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Pedagogical Objectives:
The learning objectives of this case are to: 1) Understand the process of leading organizational change, with a focus on the sequencing of actions, leadership skills, engagement and input from various stakeholders 2) Know key systems and structures associated with service integration. (i.e., shift from unit to service focus) 3) Understand leadership strategies to engage powerful constituents in the change process 4) Know management practices to promote the implementation of externally mandated regulations/service innovations

Keywords:
Organisational Change, Leadership, Service Redesign, Chronic Disease Management, Health Care Management, Management of Innovation, Staff Role Change, Public Sector Management, Hmi, Healthcare Delivery and Management

Related:

published: 01 Jul 2006

  • Topic: Leadership & Organisations
  • Industry: Hospital
  • Region: Europe

Show details ...

Abstract:
This case shows how Fiona Jenkins, Head of Physiotherapy for South Devon Health Services, reviewed and redesigned the stroke service care pathway. She had just four months to present a proposal and then implement it in accordance with the National Service Framework (NSF) guidelines. These guidelines specified that a stroke specialist should examine all individuals admitted with a diagnosis of stroke. Her challenge was to coordinate the different stakeholders - primary care, secondary care and social services. In addition, she had to do this without any additional funding. The case describes the different options open to her and how she decides on a plan. Some of the players are suspicious, and even threaten to resign if the plan is implemented.

Keywords:
Hmi, Healthcare Delivery and Management

Related:

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