COMMUNITY HOSPITAL: HEARTLAND1
PEARSONCOMMUNITY HOSPITAL
Karolin Lopera
Keiser University
HSM 692
05/24/2016
Community Hospital: Pearson
Size of Facility
Pearson Community Hospital was setup in 1981 in Southern California. It has facilities that accommodates 50 beds and provides acute care 24*7 to the patients. The land of the hospital is spread in 21acres. It has the 5 main units along with additional wings.
Type of Facility
Pearson Community Hospital provides acute care with an operation that is round-the-clock and is with a work force comprising 60 volunteers, 200 employees and 45 physicians / specialists who work in different shifts and deliver a range of health care services (Zaubler, T. S., Murphy, K., Rizzuto, L., Santos, R., Skotzko, C., Giordano, J., ... & Inouye, S. K., 2013). The health care services provisioned at the community hospital includes the clinical support along with the crucial services pertaining to primary care and preventive treatment. The chronic diseases are also attended and the array of trauma services is offered at Pearson to serve the community. The people who are sick are provided critical care at Pearson and in case the hospital is unable to provide this facility, the advancing or the declining health of the patient are the factors that determine whether the transfer of the patient has to be done within the facility based on the needs.
The efficiency of the administrativestaff too plays a crucial role at the hospital. Whether the appropriate resources have been allocated and whether the community hospital is able to address to the concerns arising within the community it is serving while adhering to the required care of the patients does bring into consideration the congenial environment too that is part of the support from the workforce while providing care to the ailing (Lottenberg, R., Krywicki, R., Doad, G., Kabange, W., Modupe, M., Steele, G., ... & Clair, B., 2014). The Community Hospital is also working on an expansion plan to accommodate 80more beds in this fiscal to aid acute care, private rooms for in patients along with the extended cardiac rehabilitation facility and a therapy facility too. The existing facility has an extensive range of other support services too linked to the intensive care division and the enhanced maternity care facility. The emergency unit is operational 24 hours, a C-section room. There are currently 5 rooms for surgical operations and 4 observation rooms.
Payment Type
In this context, Pearson exists as a nonprofit chain of health care organization. It is serving humans with utmost care and the facilities offered at Pearson Community Hospital have been availed by millions till date from inception.
The allocation and extensive planning associated with the meeting up of the financial along with the budgeting needs is done through lot of aid that is brought in with the other hospitals, medical centers, profitable organizations in and around California region that have been helping the Pearson Community Hospital in running the show with the provisioning of donation and allocation of the funds at the Pearson Community Hospital is based on the trends, expectations and various other factors.
Organizational Type
The hierarchy at the Pearson Community Hospital is the Service Lead and Vice President, Planning and Strategy at the top most hierarchy. The clinical leads and the practitioners report into the Service Lead (Choi, K., Park, N. K., & Lee, J., 2015). The divisions for the hospital for the control of administration by the Administrators are done who are the middle level along with the practitioners and the surgeons offering care. The lower level of hospital management at Pearson Community Hospital encompasses the various nurses, physician assistant, volunteers and the medical students as part of the facility.
Culture And Climate Of The Organization
The culture at Pearson Community Hospital is unique with a healthy working environment and the environment is of a kind that fosters growth potential for the working staff. The culture prevalent at the hospital is based on the simple objectives associated with ethics that bring about the needed culture of ethical and responsible actions at the hospital (Schneider, B., Ehrhart, M. G., & Macey, W. H., 2013). The direction over decision making involves the senior levels of the hierarchy along with the middle level to incorporate ethical dilemma and making decisions in alignment with the mission of the community hospital.
Organizational Leaders and Stakeholders
At Pearson Community Hospital, Dr. James Henry is the dean and the executive management at the hospital is a strong team that represents the Vice President, Planning and Strategy (Miss Linda Wargnier) as the strong pillars to serve their very best. Katie Kolin and Victoria are the VP for thesupport services at the hospital.
The stakeholders for the Pearson Community Hospital are the community at large that the hospital serves along with the suppliers for the medical equipment’s, drugs and other necessary materials. The insurance companies tied up with the hospital too form part of the stakeholders who are significant in making the Community Hospital a success.
Organizational Communication Type
The communication type is direct and clear which is pretty much straightforward in the top-down model. This communication style percolates in the entire management and the other levels present in the hierarchy at Community Hospital.
Location Of The Healthcare Facility And Population Size
The location of Pearson Community Hospital is at Santa Ana city of California. The population of the city is approximately 3, 50,000.
Demographics Of The Area’s Population
The population density per square millions is approximately 12,000 with a median age of twenty eight years and the male to female ratio for the population stands at 1:1. Three Fourth of the population speaks Spanish and the rest communicate in English.
References
Zaubler, T. S., Murphy, K., Rizzuto, L., Santos, R., Skotzko, C., Giordano, J., & Inouye, S. K. (2013). Quality improvement and cost savings with multicomponent delirium interventions: replication of the Hospital Elder Life Program in a community hospital. Psychosomatics, 54(3), 219-226.
Lottenberg, R., Krywicki, R., Doad, G., Kabange, W., Modupe, M., Steele, G. & Clair, B. (2014). Implementation of a Community Hospital-Based Fast Track Pathway for the Treatment of Acute Pain Episodes in Adults with Sickle Cell Disease. Blood, 124(21), 4854-4854.
Choi, K., Park, N. K., & Lee, J. (2015, January). The Hierarchy Myopia of Organizational Learning. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 11673). Academy of Management.
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual review of psychology, 64, 361-388.