Shouldice Hospital located at Toronto, Canada, had by 1983 experienced great recognition from its services by hernias patients. Due to this, the number of patients flocked in the hospital and thus requiring the management team to plan for ways of coping with the situation. They had to exploit all management tools available to them to cope with not only the internal challenges such as issues related to capacity of the hospital and extending the number of working days, but also external ones such as government interference.
Problem and Analysis Methodology
The hierarchical structure of the management team would be attributed to the great success of Shouldice Hospital during the time of its core founder Dr. Shouldice as well as the time of Dr. Nicholas Obney. This statement can overwhelmingly be justified by the stakeholders of the hospital who may range from, the patients physicians, surgeons and nurses in addition to the subordinate staff such as housekeepers, cooks among others. The issues and problems of Shouldice Hospital have been analyzed through interviews whereby those interviewed are requested to discuss openly concerning the management of the hospital. Among those interviewed included surgeons, managers as well as patients. Questionnaires are also given especially to the hospital’s alumni during a reunion event held annually. Most patients have self proclaimed about the management of the hospital and the way they are treated while undergoing operation and while recovering thus becoming another source of information for analysis.
Shouldice Hospital has experienced a tremendous increase in popularity and consequently an increase in the number of patients wishing to be treated in the hospital. This is due to its well coordinated management. The hospital had to increasingly perform all their best in terms of management to maintain their popularity. Shouldice method of operation is the most preferred method by the...