Assignment task:
Riverbend Orthopedics Mini Case Study
Riverbend Orthopedics is a busy group practice with expanded services for orthopedic care. It has seven physicians and a podiatrist, plus about 70 other employees. At its big, new clinic building, Riverbend provides extensive orthopedic care. Several technicians provide diagnostic medical imaging, from basic X-rays to magnetic resonance images. The physicians perform surgery in their own outpatient surgery center with Riverbend's own operating nurses and technicians. Therapy is provided by three physical therapists and one part-time contracted occupational therapist. In addition to staff providing actual patient care, the clinic has staff for financial management, medical records, human resources, information systems/technology, building maintenance, and other administrative matters. Occasional marketing work is done by an advertising company. Legal work is outsourced to a law firm. Riverbend is managed by a new president, Ms. Garcia. She and Riverbend have set a goal of achieving "Excellent" ratings for patient experience from at least 90 percent of Riverbend's patients this year.
Riverbend's organizational culture has evolved somewhat accidentally based on physicians emphasizing clinical care and Ms. Garcia emphasizing financial control. There has not been any conscious effort to shape the organization's culture. She feels that might have to change.
Address the following
Q1. Explain in detail how Garcia could shape and influence Riverbend's organizational culture so that it helps lead physicians and employees to achieve the patient experience goal.
Q2. To help Riverbend achieve its goal, identify at least four to five "values, norms, guiding beliefs, and understandings" that should be taught to and shared by Riverbend's staff.