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Tomas Romero Hospital

机译：托马斯·罗梅罗医院

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摘要

This teaching case presents a decision to implement a "strategy of value creation," based on multi-disciplinary teams organized by acute health conditions, in a hospital organized by areas of specialization, in functional units. The case describes how a new management team of "Hospital Romero" has achieved several organizational changes, including greater and more productive communication between new and veteran staff, improved relations with the labor union, and support from community groups. However, the team encounters strong resistance to the implementation of an IPU (integrated practice unit), which is a multi-disciplinary team to provide integral attention throughout the treatment cycle related to the diabetic foot. The case puts the reader in the position of Dr. Juan Contreras, the Medical Subdirector of the Hospital, who must evaluate alternatives to overcome this resistance. This case is based upon semi-structured, in-depth interviews with hospital staff, participant observation, and the analysis of hospital reports and statistics. The names of some individuals and places have been changed at the request of the Hospital administration. (C) 2016 Elsevier Inc All rights reserved.
机译：该教学案例提出了一项决定，即根据急性健康状况组织的跨学科团队，在由专业领域组织的医院中，在功能部门中实施“价值创造策略”。该案例描述了“医院罗梅罗”的新管理团队如何实现了一些组织变革，包括新老员工之间的交流越来越多，生产力更高，与工会的关系得到改善以及社区团体的支持。但是，该团队在实施IPU（综合执业单位）方面遇到了很大的阻力，IPU是一个多学科团队，可以在与糖尿病足相关的整个治疗周期中提供整体关注。此案使读者成为医院医学分科医师Juan Contreras的位置，他必须评估替代方案来克服这种抵抗。该案例基于对医院工作人员的半结构化，深入访谈，参与者观察以及对医院报告和统计数据的分析。应医院管理部门的要求，某些个人和地点的名称已更改。 （C）2016 Elsevier Inc保留所有权利。

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