Mayo Clinic: A Model of Leadership, Employee Satisfaction, and Strategic Growth

Introduction

A Non-profit foundation, Mayo Clinic, is committed to providing medical care, education and research[1]. It has its central campuses in Rochester; Minnesota, Phoenix and Scottsdale; Arizona and Jacksonville in Florida. Mayo Clinic provides various insurance such as health, dental, life, disability, supplemental life, and occupational accident and dismemberment insurances. Mayo Clinic also has its top shareholder as Hyped Silicon Valley Anti-Aging Corporation. It has its headquarters in Rochester, Minnesota, in the U.S. Their central personnel is President Prathidha Varkey and its funded majorly by the government. It receives research funding from the government of $634 million in addition to benefactor gifts, foundations and industry groups.[2]. While focusing majorly on why Mayo Clinic is the best employer and health system, this paper further discusses its strategic leadership plan, central challenges and management style, and future recommendations for Mayo Clinic improvement.

Application of Maslow’s Hierarchy of Needs in Mayo Clinic

Maslow’s hierarchies of needs are physiological, safety, social, self-esteem and self-actualization needs. They boost the employee’s inner fulfilment, self-accomplishment, worth and confidence, belonging and security in the organisation.[3]. In Mayo clinic, the managers and leaders fulfil the employees’ physiological needs by disbursing competitive financial compensations for all of them. On the other hand, Mayo Clinic provides them with comprehensive benefit packages to fulfil their employee safety needs. The members have reduced costs linked to incidents and accidents, low insurance premiums and easier finance access.

On the other hand, to fulfil the members’ social needs, Mayo Clinic has created a welcoming organisational culture fixed on mutual respect, satisfying the needs of the employees. Also, it fulfils the latter by ensuring their belonging needs such as social integration, friendship, romantic and family relationship are fulfilled[4]. Besides that, to meet employees’ self-esteem and self-actualization needs, Mayo Clinic publicly rewards its high-performing employees. Also, they are provided with personal rewards which satisfy their esteem needs.

Mayo Clinic Leadership and Strategic Plan

Mayo Clinic directors and officers are elected by the Trustees Board, which assists in conducting and overseeing the firm’s significant activities. Mayo Clinic leaders create strategic plans that focus on helping the service environment and ensure that individual differences are valued at the organization’s level. Mayo Clinic, founded in 1864, provides a prestigious leadership whose strategic plan is ensuring the interest of all its employees is included.

Mayo Clinic uses democratic leadership technique, and therefore its leader’s makes decisions depending on the input of the team members[5]. Though, its leaders make the final call. In the setting, democratic leadership remains paramount, favouring lower levelled employees to exercise authority.

Indeed, Mayo Clinic leadership creates a strategic plan allowing the organization continues with its success.  It determines its organizational vision, which in the long run boosts its future identity, goals and objectives.[6]. Mayo Clinic’s leadership technique prompts strategic plans fulfilling the organization’s goals. It develops plans and ways of achieving them based on day-to-day operations.

Why Mayo Clinic is considered one of the Best Employers in the United States

Forbes annual survey on the Best Large Employers in the United States of America ranks Mayo Clinic the 3^rd. As noted, it is a great working place since 1889, offering research groups specialization and medical practices. Contemporary, it has 65,000 employees who work in Rochester, Jacksonville and Scottsdale, among other regions.

Mayo Clinic was also ranked topmost healthcare premises providing quality care, and that it also focused on the employees’ interests.  Mayo Clinic’s democratic leadership enables its fraternity to be accountable. The latter motivates healthcare professionals who retain their positions providing the proper care for the patients. The leaders’ visionary ideas also encourage its staff to maintain their job for the most prolonged period. The leadership visionary strategies necessitate good benefits and a very supportive culture to its employers. The employers, for instance, receive compassionate and other benefits packages while fulfilling their needs.[7]. They are provided with identity management services, long-term care and fitness facilities and wellness programs. Consecutively, they are provided with employee cafeterias and activities. Employee cafeteria helps them with places to relax and have their snacks and meals. Relaxation improves the employee’s energy level, their physical performance and protects them from acquiring diseases such as Dementia.

Consecutively, Mayo Clinic provides its members with equal opportunities. They are treated equally regardless of their region, race, sex or colour. Besides, as one of the U.S companies, it provides its employees’ pension benefits without any cost[8]. Pension benefits at no cost encourage employees to build their financial foundation via the Mayo Pension Plan. Also, Mayo Clinic members are offered various training boosting their career life based on newly acquired skills. For example, its members in the Patient Care Department receive culturally sensitive training.

Obstacles Mayo Clinic has overcome.

Mayo Clinic has in the past experienced various challenges among them are inability to retain or recruit physicians, the decline in hospital admissions and minimal use of its Emergency Department[9]. The sentiments that were said in the statement in Mayo Clinic limited their service delivery process and the overall organization profit and that the issues were commonly experienced in its Southwest Minnesota clinics.

Also, according to the healthcare finance expert Tom Crann, Mayo Clinic continuously faces competitive obstacles. Thus to solve the issue of competition, Mayo Clinic, as of 2013, proposed a $3.5 billion investment to expand its effective services in Rochester Campus, which focuses on sustaining it for the next 20 years[10]. On the other hand, to retain its employees, Mayo Clinic respects and appreciates its employees and rewards and gives them relaxation time. The tips provided for employees speak beyond their emotional needs and also go beneath their monetary compensation. For its employees, relaxation time in Mayo Clinic is issued by providing sufficient sick days, new babies, and family vacations.

Mayo Clinic Management Style and Recommendations

Since time-immemorial, Mayo Clinic provides a vital clinical management style which makes it one of the best employers and health systems. At large, the Mayo Clinic Approach provides a greater understanding of the organization leadership commitment, competitive organization challenges and the breath of employees’ needs[11]. Correspondingly, its management style; democratic management style; focus on reflecting the community’s needs, balancing its opportunities based on the organization’s needs, and pursuing health equity in its health premise. Mayo Clinic’s democratic management style encourages employees during the decision-making process to provide their input.

Thus to improve democratic management style as provided by Mayo Clinic, its organization managers must provide timely and accurate communication, which in due time collects employee opinions and make decisions[12]. Also, they should align with the organization structure and that its members should understand the hierarchy of the premise, its weaknesses and strengths[13]. Besides improving employee data collection and processing, the democratic managerial style requires the staff members to note the important deadlines for vote and decision-making processes.

Conclusions

Mayo Clinic was founded in 1864 and provided a prestigious leadership whose strategic plan ensures all its employees’ interest is included. It is a great working place since 1889, offering research groups specialization and medical practices. Contemporary, it has 65,000 employees who work in Rochester, Jacksonville and Scottsdale, among other regions. It uses a democratic leadership style which enables its fraternity to be accountable. The latter motivates health professionals, who retain their positions, providing the proper care for the patients. Also, its democratic management style provides a greater understand understanding of animation leadership commitment, organization competitive organizational and the breath of employees’ needs. Democratic management style focuses on reflecting the community’s needs, balancing its opportunities based on the organization’s needs, and pursuing health equity in its health premise.

Bibliography

Berry, Daniel J., Mary Kessler, and Bernard F. Morrey. “Maintaining a hip registry for 25 years. Mayo Clinic experience.” Clinical orthopaedics and related research 344 (1997): 61-68. https://doi.org/10.1097/00003086-199711000-00007

Berry, Leonard L., and Kent D. Seltman. “The enduring culture of Mayo Clinic.” In Mayo Clinic Proceedings, vol. 89, no. 2, pp. 144-147. Elsevier, 2014. https://doi.org/10.1016/j.mayocp.2013.10.025

Borkowski, Nancy, and Katherine A. Meese. Organizational behaviour, theory, and design in health care. Jones & Bartlett Learning, 2021. https://doi.org/10.4172/2376-0419.s1-007

Brown, Robin, Howard Wey, and Kay Foland. “The relationship among change fatigue, resilience, and job satisfaction of hospital staff nurses.” Journal of Nursing Scholarship 50, no. 3 (2018): 306-313. https://doi.org/10.1111/jnu.12373

Hopper, Elizabeth. “Maslow’s Hierarchy of Needs Explained.” ThoughtCo, ThoughtCo 24 (2020). https://doi.org/10.1007/springerreference_180253

Rego, Arménio, Carla Marques, Susana Leal, Filipa Sousa, and Miguel Pina e Cunha. “Psychological capital and performance of Portuguese civil servants: Exploring neutralizers in the context of an appraisal system.” The International Journal of Human Resource Management 21, no. 9 (2010): 1531-1552. https://doi.org/10.1080/09585192.2017.1380062

Shanafelt, Tait D., and John H. Noseworthy. “Executive leadership and physician well-being: nine organizational strategies to promote engagement and reduce burnout.” In Mayo Clinic Proceedings, vol. 92, no. 1, pp. 129-146. Elsevier, 2017. https://doi.org/10.1016/j.mayocp.2016.10.004

[1] Berry, Daniel J., Mary Kessler, and Bernard F. Morrey. “Maintaining a hip registry for 25 years. Mayo Clinic experience.” Clinical Orthopedics and related research 344 (1997): 61-68. https://doi.org/10.1097/00003086-199711000-00007

[2] Borkowski, Nancy, and Katherine A. Meese. Organizational behaviour, theory, and design in health care. Jones & Bartlett Learning, 2021. https://doi.org/10.4172/2376-0419.s1-007

[3] Hopper, Elizabeth. “Maslow’s Hierarchy of Needs Explained.” ThoughtCo, ThoughtCo 24 (2020). https://doi.org/10.1007/springerreference_180253

[4] Hopper, Elizabeth. “Maslow’s Hierarchy of Needs Explained.” ThoughtCo, ThoughtCo 24 (2020). https://doi.org/10.1007/springerreference_180253

[5] Borkowski, Nancy, and Katherine A. Meese. Organizational behaviour, theory, and design in health care. Jones & Bartlett Learning, 2021. https://doi.org/10.4172/2376-0419.s1-007

[6] Berry, Daniel J., Mary Kessler, and Bernard F. Morrey. “Maintaining a hip registry for 25 years. Mayo Clinic experience.” Clinical Orthopedics and related research 344 (1997): 61-68. https://doi.org/10.1097/00003086-199711000-00007

[7] Rego, Arménio, Carla Marques, Susana Leal, Filipa Sousa, and Miguel Pina e Cunha. “Psychological capital and performance of Portuguese civil servants: Exploring neutralizers in the context of an appraisal system.” The International Journal of Human Resource Management 21, no. 9 (2010): 1531-1552. https://doi.org/10.1080/09585192.2017.1380062

[8] Shanafelt, Tait D., and John H. Noseworthy. “Executive leadership and physician well-being: nine organizational strategies to promote engagement and reduce burnout.” In Mayo Clinic Proceedings, vol. 92, no. 1, pp. 129-146. Elsevier, 2017. https://doi.org/10.1016/j.mayocp.2016.10.004

[9] Berry, Leonard L., and Kent D. Seltman. “The enduring culture of Mayo Clinic.” In Mayo Clinic Proceedings, vol. 89, no. 2, pp. 144-147. Elsevier, 2014. https://doi.org/10.1016/j.mayocp.2013.10.025

[10] Rego, Arménio, Carla Marques, Susana Leal, Filipa Sousa, and Miguel Pina e Cunha. “Psychological capital and performance of Portuguese civil servants: Exploring neutralizers in the context of an appraisal system.” The International Journal of Human Resource Management 21, no. 9 (2010): 1531-1552. https://doi.org/10.1080/09585192.2017.1380062

[11] Brown, Robin, Howard Wey, and Kay Foland. “The relationship among change fatigue, resilience, and job satisfaction of hospital staff nurses.” Journal of Nursing Scholarship 50, no. 3 (2018): 306-313. https://doi.org/10.1111/jnu.12373

[12]Berry, Leonard L., and Kent D. Seltman. “The enduring culture of Mayo Clinic.” In Mayo Clinic Proceedings, vol. 89, no. 2, pp. 144-147. Elsevier, 2014. https://doi.org/10.1016/j.mayocp.2013.10.025

[13] Borkowski, Nancy, and Katherine A. Meese. Organizational behaviour, theory, and design in health care. Jones & Bartlett Learning, 2021. https://doi.org/10.4172/2376-0419.s1-007