95%(60)57 out of 60 people found this document helpful
This preview shows page 1 - 4 out of 10 pages.
C432: Hospital and Multispecialty Practice Acquisition 1Hospital and Multispecialty Practice AcquisitionBrittany RosalesWestern Governors UniversityC432 Healthcare Management and Strategy Performance Assessment
C432 Hospital and Multispecialty Practice Acquisition2Hospital and Multispecialty Practice Acquisition Change is InevitableChange can sometimes be a very scary concept. The unknown of what is to come or what is to beexpected, can leave many with thoughts or feelings that are not all positive about decisions that are made and/or affect the work environment that an employee is accustomed to. The recent decision for the acquisition of the 25-physican multispecialty practice with our rural hospital, is believed to bring about more positive changes in our community, as we move into this new phaseof development within our hospital organization. Our primary goal with this acquisition is to put the patient at the center of care and implement a new team-based model of care delivery that willfully engage all members of our new practice facilities. We believe that some of the changes that will come, are in the form of a higher level of competitive advantage, more continuity of care forpatients, increased profit margins, and more positive patient outcomes as they will now have access to more health resources than ever before. A1Though this acquisition will lead to a positive outcome for our expanding organization, we do need to further review just who will be more impacted by this change and how we can help theseindividuals become more at ease with this decision. Five key stakeholders that will feel the impacts the most from this acquisition are the physicians who previously owned the multispecialty practice, the physicians who were in practice at these facilities, hospital administration, and both clinical and non-clinical staff that work at both the hospital and the multispecialty practice. The first key stakeholders to evaluate in this situation are the physicians who had direct ownership of the multispecialty practice prior to acquisition. This acquisition impacts them the most in the fact that they will no longer have full control over their practices;
C432 Hospital and Multispecialty Practice Acquisition3however, they are still going to be very vital in the overall success of this acquisition. Another key stakeholder impacted is the employed physicians, who would benefit from this acquisition quite well. They would be able to follow patients both preadmission and post-discharge which could bring new business that they did not already have. Hospital administration, another key stakeholder impacted by this acquisition, is set to benefit from this change since having additional multispecialty practices associated with the hospital will now give more competitive advantage from local area practices or hospitals who are not directly connected to multispecialty practice. This acquisition could also bring about less inpatient care costs if the multispecialty practice is able to provide more preventative type care.