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37 items were found using the following search criteria
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Aravind Eye Care System (Spanish)
Janeiro Dias, A.; Viassa Monteiro, EugénioCase AESE-DG-A-503-ESEn 1976, el médico cirujano oftalmólogo Dr. G. Venkataswami (Dr. V.) cuando se jubiló, con 58 años de edad, de Profesor de Oftalmología en la Universidad de Madurai (sur de India), creó una pequeña clínica con 11 camas, invitando a su hermana y marido (también médicos cirujanos oftalmólogos) a unirse a la nueva aventura. La clínica tuvo éxito y luego en el año siguiente instalaron otra con 30 plazas, para personas pobres que no podían pagar. Poc...Starting at €8.20
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Cutting Short a Long Goodbye
Grousbeck, H I; Prober C G; Tauber, AlexanderCase SGSB-ETH20-EDecision AnalysisBernie and Ruby Merwald live in Menlo Park, California during their retired ages when Bernie falls ill to dementia and Alzheimer’s. This causes him to have significantly complex medical problems that result in familial conflicts, violence and avoidance of the doctor’s orders. When Bernie has a heart attack on top of his failing health, siblings want to pull the plug, but their protective and isolating mother disagrees. Because of a California law...Starting at €8.20
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Planeamiento de la capacidad en el Hospital Metropolitano Vivian Pellas, 2013
Martínez Romero, CarlosCase INCAE-12425En marzo del 2013, el Ing. Gilberto Guzmán, Director General del Hospital Metropolitano Vivian Pellas, contemplaba las decisiones de inversión que debería tomar en el mediano plazo. Desde su fundación, este hospital de 45 camas había adoptado una estrategia de diferenciación por alta calidad, lo que lo había llevado a experimentar, año tras año, un constante y progresivo aumento en la demanda por sus servicios. El éxito de la estrategia y el crec...Starting at €8.20
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Ambulance Diversion and Emergency Department Flow at the San Francisco General Hospital
Gregory S. Zaric; Lesley MengCase IVEY-9B13E005-ECorporate GovernanceThe emergency department of any large hospital is frequently subject to substantial patient crowding, a result of arrivals by foot and ambulance, and limited resources. The San Francisco General Hospital is particularly crowded due to its prominence as the only trauma centre in the city. As a result, it is on ambulance diversion almost 25 per cent of the time, more than any other hospital in the area. Hospital managers are looking for ways to all...Starting at €8.20
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Gabinete médico Bolufer, S.A. (A)
García-Ayuso Covarsí, M.Case IIST-CI-52Accounting and ControlGabinete Médico Bolufer, una reputada clínica de traumatología, decide impulsar una nueva línea de negocio consistente en la realización de tres tipos de intervención para la reducción de listas de espera del Servicio Público de Salud. Al término del primer año de actividad, el Consejo de Administración se enfrenta a la tarea de evaluar la rentabilidad de cada tipo de intervención y de la línea de negocio en su conjunto. Además, deben decidir qué...Starting at €8.20
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A Pediatric Emergency Department at Lynchburg General Hospital
Weiss, Elliott N.; Goldberg, Rebecca; Thomson, ChrisCase DARDEN-OM-1523-EService and Operations ManagementThe emergency department (ED) at Lynchburg General Hospital (LGH) was operating at well over its capacity, and too many patients were leaving without being seen by a doctor. Chris Thomson, chairman and medical director of the LGH-ED, was charged with bringing the numbers back on track, and he began by ramping up the ED’s Lean program. Thomson and the ED's new process engineer, Jennifer Stowers, set out to enhance quality, service, and efficiency ...Starting at €8.20
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Valley Health (A)
Horniman, Alexander B.; Melton, S. HughesCase DARDEN-OB-1074-ELeadership and People ManagementDr. Felton Wayne, the chief medical officer for North Carolina operations at Valley Health (VH), had been working incredibly hard for the past nine months trying to motivate and empower his medical staff, who had become disillusioned by VH's management practices. But he had little to show for his efforts. He felt unappreciated and ineffective in his role. After a tense meeting with his director, during which Wayne was called a “cowboy,” he wonder...Starting at €8.20
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Valley Health (B)
Horniman, Alexander B.; Melton, S. HughesCase DARDEN-OB-1075-ELeadership and People ManagementIn response to his meeting with his corporate director, Dr. Felton Wayne considered resigning. He had been chief medical officer at a hospital owned by Valley Health (VH) for 12 months, and it had been a tough year. But after he implemented a few important changes, Wayne started to see results. This case is a continuation of the A case (UVA-OB-1074).Starting at €5.74
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Guelph General Hospital
Michael J. Rouse; Justin Cottrell; Abhinay Sathya; Austin Allison; Daniel Korsunsky; Scott Anders McGillis; Moneca NicolsCase IVEY-9B16M038-EStrategyIn November 2010, the senior director of Inpatient Services at Guelph General Hospital, which was situated in a small city in Southwestern Ontario, Canada, was facing questions about the implementation of the Process Improvement Program, part of a province-wide pilot project. Beginning in October 2009, the program had been tested at the hospital to deal with a deteriorating organizational culture and poor performance reviews. Guelph General Hospi...Starting at €8.20
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Ospedale Papa Giovanni XXIII: Fixed-Price or Private-Public Partnership
Jury Gualandris; Marco CarsanaCase IVEY-9B16D014-EService and Operations Management, StrategyIn September 2014, a real estate and procurement expert was preparing his notes for an upcoming strategic meeting with the management team of the Regional Council of Lombardy (RCL), the governing body of one of the 20 regions in Italy. The RCL wanted to analyze the procurement process for two of its most important projects: the construction of Ospedale Papa Giovanni XXIII, a new cutting-edge, high-technology public hospital; and the construction ...Starting at €8.20