This exercise and its accompanying handouts, designed to be used in courses for non-MBA audiences that explore aspects of entrepreneurship, guide students through the development of their very own business plan. From researching and deciding on a business concept, to developing prospective customer profiles and understanding target markets, to creating financial and operations projections, this set of materials helps students step by step as they build a deliverable, functional business plan over the course of multiple class sessions.
This case examines the transformation of the University of Virginia Health System (UVAHS) into a leader of operational excellence focused on both patient outcomes and health care team members' well-being with its signature quality improvement and safety program, Be Safe. The case provides opportunities for class discussions in several areas, including managing organizational change, understanding senior leadership in launching and implementing a major operational transformation, and applying Lean principles and methods in health care operations. It also exposes students to issues currently facing the health care industry, particularly from an academic hospital standpoint. It concentrates on the improvement activities led by Dr. Tracey Hoke, chief of quality and performance improvement for UVAHS, during the first two years of the Be Safe initiative to lay the foundation for future success in all aspects of patient care.
This case, a follow-up to "The University of Virginia Health System: The Next Generation of Quality Care and Patient Safety (A)" (UV7975) continues to follow the University of Virginia Health System's (UVAHS's) transformation into a leader of operational excellence focused on both patient outcomes and the well-being of health care team members with Be Safe, its new signature quality improvement and safety program. This case gives students an opportunity to engage more deeply in class discussions in several areas, including managing organizational change, understanding supportive leadership actions on multiple levels, and implementing Lean principles and methods in service line-structured operations. It also exposes students to issues currently facing the health care industry, particularly from an academic hospital standpoint. The case first follows UVAHS's realignment of hospital team members, physicians, and the School of Medicine into service lines for performance management. In the case, a closer look at a successful service line, Neurosciences & Behavioral Health, gives students an opportunity to examine key management decision points involved in executing a new organizational vision. The case then presents a current management challenge; how to improve Leader Standard Work (LSW) for 300 midlevel managers-assistant nurse managers, nurse managers, and medical directors-to provide mechanisms for reinforcing accountability during performance management in service lines.