1. Running Head: FROEDTERT 1
Overview of the Management Practices of Froedtert and the Medical College of Wisconsin
Prepared for Mrs. Stacey Durham
BUSS 215 Management Principles
College of Business

2. FROEDTERT 2
SECTION I:
Froedtert and the Medical College of Wisconsin is a very large, very successful business.
Froedtert consists of 3 hospitals, specialty clinics, and primary health care centers. Froedtert’s
legal name is Froedtert and the Medical College of Wisconsin. The President and CEO of
Froedtert Health is Catherine Jacobson and the President and CEO of the Medical College is
John Raymond. There are more than 25 primary and specialty care clinics throughout Wisconsin.
All of these clinics and hospitals employ more than 2,000 doctors, not to mention all of their
Medical Assistants, Nurses, Receptionists, Desk Clerks, and so many other people that make this
company who they are. Froedtert does everything they can to be culturally diverse in the work
force, workplace, market place, and the community. They pride themselves in dignity and
respect. Froedtert offers many services including, Health Care, Hospital, Emergency Care,
Outpatient Care, and many other services. Froedtert is not the only Hospital in this company,
they also have Community Memorial Hospital and St. Joseph’s Hospital under their name. The
main hospital is located in Wauwatosa, WI, Community Memorial Hospital is located in
Menomonee Falls, WI, and St. Joseph’s Hospital is located in West Bend, WI and Washington
County, WI. The clinics are located all over Wisconsin. These locations include Brookfield,
Germantown, Greendale, Greenfield, Hartford, Jackson, Kewaskum, Menomonee Falls,
Milwaukee, New Berlin, Oconomowoc, Sussex, Waukesha, Wauwatosa, West Allis, and West
Bend. Their biggest competitors are Columbia St. Mary’s, St. Francis, Aurora, and St. Luke’s
Hospitals. They have a wide client base. Their clientele consists of mainly Southeastern
Wisconsin residents, though from time to time they do get some residents from out of state. The
layout of the facilities of the main hospital is as follows:
92nd Street Entrance 87th Street Entrance

3. FROEDTERT 3
Hospital Main Entrance Specialty Clinics
Rehab Services Emergency Department
Neurosciences Clinic Clinical Cancer Center
GI (Gastrointestinal) Clinic Pavilion
Hepatology Clinic Eye Institute
Dysphagia & Inflammatory Bowel Disease
Clinics
Birth Center
SECTION II:
For this section I chose to focus on my Primary Care Physician’s home clinic, Froedtert & the
Medical College of Wisconsin Sunnyslope Health Center. This clinic’s location is 1350 South
Sunnyslope Road, Brookfield, WI 53005. I spoke with the clinic manager, Terri Meulemans. We
discussed the planning, organization, leadership and controlling functions of the clinic. For the
planning functions of the clinic I asked her a total of 6 questions. For the organizing functions of
the clinic I asked her a total of 8 questions. For the leading functions of the clinic I asked her a
total of 11 questions. For the controlling functions of the clinic I asked her a total of 4 questions.
Planning:
This clinic likes to standardize their goals; however, their primary goal is to provide exceptional
patient care. They use patient satisfaction surveys and a program called CG-CAHPS, where
patients can rate their experience in the clinic. They use this program to gather information and
look for areas that need improvement and work to better those areas so that the patient has a
better experience the next time they come in. The clinic staff has daily morning huddles to go
over their schedules, delegate tasks, make sure they are managing their time wisely, and work

4. FROEDTERT 4
out any issues that may arise. And the staff divides up all daily tasks. They need to look at the
daily goals and make sure they aren’t too complex and that it is attainable. They need to make
sure they have adequate staff for the day, have a positive and team oriented environment, be
engaged and keep the staff engaged, support their employees, and be prepared for any issues or
problems that may arise. They use a daily huddle worksheet and email throughout the day to
make sure everything is running smoothly and be open for communication to discuss any issues,
concerns or questions. Ms. Meulemans likes to include all of her staff, her lead staff members
and herself (the clinic manager) in all of the planning functions of the clinic.
Organizing:
All of the staff in the clinic need to be participative and fully engaged. Tasks are grouped by
licensure, what they can do, help people work at the top of their scope. It also depends on their
background, skill level and again on their licensure. The physicians report to the site medical
manager, the nurses and medical assistants report to the clinic manager (Terri Meulemans). The
decisions are made by the staff, managerial staff, and the clinic manager on a daily basis and at
their monthly staff meetings. The clinic is located in Brookfield, Wisconsin. Their address is
1350 South Sunnyslope Road, Brookfield, WI 53005. The layout of the clinic is as follows:
i. The clinic consists of 2 main hubs: the family medicine area and the
internal medicine area of the clinic.
ii. Each physician has a cub or desk area in the hall area near the examination
rooms. The nurses have work stations on the far wall of the clinic and the
medical assistants have work stations on the close wall of the clinic. There
is also a lab area, which is adjacent to the check in area.

5. FROEDTERT 5
This clinic uses EKGs which they keep in the supply closet, different machinery that they keep
in the procedure rooms, and all of the lab equipment that is kept in the lab area. To keep all the
equipment running smoothly they complete monthly checks on all of the equipment. The
managers in the clinic must consider efficiency, time management, and ease of movement. She
chooses to delegate authority by interest, skill level, and tasks that she doesn’t have to be hands
on with that she can hand off to someone else who would be interested in completed said task.
Leading:
Ms. Meulemans likes to complete rounds throughout the day (verbally) and through emails
throughout the day. She likes to invest a good amount of time into recognition, weekly
recognition letters or meetings, monthly rounds, give employees a chance to recognize another
co-worker, through engagement with fun events and by being a good role model. For conflicts
between co-workers she likes to encourage her employees to go back to the other person and
calmly, professionally, and respectfully talk through their problems. She feels that this helps
keep everyone comfortable. Though she said that the clinic rarely, if ever, has a patient-
employee problem, she does have a strategy to help resolve any issues that may arise. She
believes that the staff member should reach out to the patient personally, figure out what the
problem is, ask how they can fix it, apologize, ask what they can do to make their experience
better for their next visit, and then thank them for letting the clinic know about the problem. She
was not completely sure on how to answer my question on how leaders are recruited, being that
this function is generally handled by the Human Resources Department. However, she said that
the clinic and the organization as a whole like to try to create leaders from within, bring up other
employees to become leaders, managers, or supervisors. Ms. Meulemans stated that this varies
from site to site, but leaders are selected by department needs, skills to be successful in

6. FROEDTERT 6
leadership, knowledge of the department, willingness to achieve department goals, and again all
of this depends on the site. Froedtert has an Organizational Developing Department that holds
classes, holds meetings, helps leaders deal with change, develop leadership competencies and
they also use mentors to help train and develop their new managers. Leaders are supported by
the Organizational Developing Department, team building events and by reaching out to a group
of leaders for peer support and advice. Ms. Meulemans likes to culminate past years of
performance in their reviews, they never want these reviews to be a surprise, they like to discuss
the review prior to making it an official performance review, coaching, highlight areas that the
employees are excelling at and areas that they need improvement, and thank them for all of their
hard work. All of the leaders communicate via email. Ms. Meulemans does not have a definitive
disciplinary structure. She does follow clinic policies, treat everyone professionally, talk
individually, talk in a private setting, coach her staff, and use respectful communication.
Controlling:
The clinic manager does rounds throughout the day, monthly audits which are mandated by the
company, listening to the employees, and take feedback from medical providers, patients and
other staff. The clinic regroups, gets everyone back on the same page, change their approach, be
flexible, help the employees be flexible, and through communication. To monitor clinic success
they use patient satisfaction, patient satisfaction surveys, employee turnover rates, and patient
panels. She has her employees use a time card system to punch in and out from their shifts. She
also has and open door policy and likes to keep her employees engaged. Otherwise she does not
have a definitive set of tools or procedures to help her with the controlling functions of the clinic.
Clinic Manager:
Terri M. Meulemans
(T. M. Meulemans, personal communication, November 2, 2015).

7. FROEDTERT 7
SECTION III:
I believe this department is very well run. While Ms. Meulemans does not have a specific
structure for many of the managerial functions, she runs her clinic very well. I would know being
that I have been a patient at this clinic for just over 10 years. To this day I have not had any
issues with the staff at the Sunnyslope Health Center. Ms. Meulemans runs a tight ship. From
what I see when I go in for any appointments all of her staff members (Medical Assistants,
Nurses, Physicians, Representatives, and Lab Techs) are very professional. None of them seem
to have a problem with one another. And from what I’ve seen, no patients have had any
problems with the staff. Terri Meulemans said, herself; “I am not a micro-manager. I like to be
engaged, enthusiastic and work with my staff members (T. M. Meulemans, personal
communication, November 2, 2015).” The way I’ve seen things be handled in the clinic, she is
definitely not a micro-manager. She works hands-on. The clinic is well run, professional,
everyone has a personal relationship (patients with employees), and not saying that they hang out
with each other outside of the clinic but everyone is on a first name basis at the clinic and most
everyone knows each other. This company relates to the reading in many ways. One way that it
relates to the reading is through quality control. This clinic is committed to quality, patient
satisfaction, little to no issues or problems, and they are always looking for ways to improve.
Another way that this company relates to our reading is through policies and procedures.
Froedtert as a whole, including this clinic, does everything they can to follow all policies and
procedures of the corporation. They live by their policies and procedures. Another way that this
clinic relates to our reading is through strategic leadership. Strategic leadership as defined in the
book means; the capability to inspire people to successfully engage in a process of continuous
change, performance enhancement, and implementation of organizational strategies

8. FROEDTERT 8
(Schermehrorn Jr., 2014, p. 174). Ms. Meulemans likes to be engaged and keep her staff engaged
in everything that goes on at the clinic and with the patients, new and established. She keeps her
employees involved in the planning, making decisions, and keeping patients satisfied.

9. FROEDTERT 9
References
Froedtert & the Medical College of Wisconsin. (2015). Doctors & staff. Retrieved from
http://www.froedtert.com/about/staff
Froedtert & the Medical College of Wisconsin. (2015). Executive leadership. Retrieved from
http://www.froedtert.com/about/executive-leadership
Froedtert & the Medical College of Wisconsin. (2015). Vision, mission and values. Retrieved
from http://www.froedtert.com/about/mission
Froedtert & the Medical College of Wisconsin. (2015). Locations, directions and maps.
Retrieved from http://www.froedtert.com/locations
Froedtert & the Medical College of Wisconsin. (2015). Diversity & inclusion. Retrieved from
http://www.froedtert.com/about/diversity
Froedtert & the Medical College of Wisconsin. (2015). Partnerships & affiliation. Retrieved
from http://www.froedtert.com/partnerships-affiliations
Froedtert & the Medical College of Wisconsin. (2015). Directions to Froedtert Hospital campus.
Retrieved from http://www.froedtert.com/locations/froedtert-directions
Schermerhorn Jr., J. R. (2014). Exploring Management (4th Ed.). United States of America: John
Wiley & Sons.
Interview Questions
Mercedes M. Souders
Bryant & Stratton College
 Planning
1. What are the Clinic goals of the Sunny Slope Health Center?
a. Standardize goals, provide exceptional patient care.
2. How does this Clinic establish a strategy for achieving these goals?
a. Patient satisfaction survey
b. CG-CAHPS: patients rate the experience in the clinic

10. FROEDTERT 10
i. Gather information and look for areas to improve and work on improving
them
3. How does this Clinic develop plans to coordinate their daily activities?
a. Daily huddles-every morning
b. Divide up daily tasks
4. What must the managers or supervisors of this Clinic plan for?
a. Look at the goal and make sure it isn’t to complex
b. Adequate staff and support
c. Have positive team oriented environment
d. Being engaged
e. Support employees
f. Be prepared for any issues
5. What information and procedures does this Clinic utilize to do this planning?
a. Daily huddle worksheet
b. Daily communication email
6. Who is involved in the planning function in this Clinic?
a. All employees
b. Lead staff members
c. Clinic manager
 Organizing
1. What tasks must be done to meet the Clinic goals?
a. Be participative
b. Fully engaged
2. How are the tasks grouped into jobs? And who is to do them?
a. Group tasks by license and what they can do.
b. Work at the top of their scope
c. Depends on background and skill level and licensure
3. Who reports to whom in this Clinic?
a. Providers report to site medical manager
b. RNs Mas and representatives report to clinic manager
4. Where are the decisions made?
a. By manager and sometimes staff
b. In the clinic
c. Monthly staff meeting
5. What is the location and layout of the Clinic?
a.
b. 2 hubs
i. Internal medicine
ii. Cub/desks for all providers
iii. Nurses on far wall
iv. MAs on near walls

11. FROEDTERT 11
v. Family medicine
vi. Lab
1. Adjacent to check in area
6. What equipment is used, where is it kept and how is it maintained?
a. Equipment Used:
i. Lab equipment in the lab
ii. Procedure room
iii. EKG
b. Kept:
i. Lab equipment
1. in the lab
ii. Procedure room
1. Any machines used during appointments
iii. EKG
1. Supply closet
c. Maintained:
i. Monthly checks on all equipment
7. What issues must managers consider when designing their structures of people and
facilities?
a. Efficiency
b. Time management
c. Ease of movement
8. How do you chose to delegate authority?
a. Interest
b. Skill level
c. Don’t have to be hands on in the task or project (if she doesn’t she can task it to
someone else)
 Leading
1. How do you communicate with your staff?
a. Rounds during the days (Verbal)
b. Daily and hourly emails
2. How do you motivate your staff?
a. Invest a good amount of time into recognition
b. Weekly recognition letters or meetings
c. Monthly rounds
d. Give employees to recognize another co-worker
e. Engagement
i. Fun events
f. Role model
3. How do you resolve conflicts between staff members and/or patients?
a. Co-Workers:

12. FROEDTERT 12
i. Go back to the person and talk it out
ii. Professional and respectful conversation
iii. Help keep everyone comfortable
b. Patients:
i. Reach out personally
ii. Figure out the problem
iii. Apologize
iv. Solve the issues
v. “What can I do to give you a better experience?”
vi. “Thank you for letting me know.”
4. How are leaders recruited?
a. Grown internally
5. How are leaders selected?
a. VARIES FROM SITE TO SITE!
i. Based on the site
ii. Department needs
iii. Leadership to be successful
iv. Knowledge of department
v. Willingness to achieve department goals
6. How are leaders trained?
a. Organizational developing department
b. Classes (new or experienced leaders)
c. Holding meetings
d. Dealing with change
e. Leader competencies
f. Mentors
7. How are leaders developed?
a. Same answer as answer for QUESTION 6
8. How are leaders supported?
a. Organizational developing department
b. Team building events
c. Group of leaders to reach out to (Peer support)
9. How are performance appraisals used?
a. Culmination of past years performance
b. Never be a surprise
i. Be discussed with staff prior
c. Coaching
d. Highlight areas that need improvement or needs work
e. Thank them
10. How do the leaders communicate?
a. Via email
11. What disciplinary structures do you use?
a. Policies
b. Treat everyone professionally

13. FROEDTERT 13
c. Talk individually
d. Talk in a private setting
e. Coaching
f. Respectful communication
 Controlling
1. How do you monitor activities to ensure that they are being accomplished as planned?
a. Doing rounds throughout the day
b. Audits
i. Mandated by the company
c. Listen to employees
d. Feedback from:
i. Providers
ii. Patients
iii. Staff
2. How do you correct any significant deviations from the plan?
a. Regrouping
b. Getting everyone back on the same page
c. Change the approach
d. Be flexible
e. Communication
3. What things must be monitored to ensure Clinic success?
a. Patient satisfaction
b. Patient panels
c. Employee turnover
d. Patient satisfaction surveys
4. What control tools and procedures do you utilize?
a. Punch in and out –time card
b. Open door policy
c. Keep employees engaged
Clinic Manager:
Terri M. Meulemans
(T. M. Meulemans, personal communication, November 2, 2015).