Organizational Analysis Erika N. Aguilar South University Dr. Mary Naccarato 11/13/2019 Organizational Analysis History of Universal Health Services (UHS), Inc. Universal Health Services Inc.(UHS), is one of the nation’s largest hospital management companies, with more than 350 acute care hospitals, ambulatory centers, and behavioral health centers within the U.S., Puerto Rico, and the United Kingdom, based in King of Prussia, Pa. Chief Executive Officer, Alan B. Miller, and a team of executives he worked with at American Medicorp, funded the organization with investments from venture capitalists, along with $750,000 put up by himself and several former American Medicorp employees who followed Miller into his investment. Four hospitals and management contracts were acquired by UHS within four moths time. The company has continued to grow since its start up, attaining more facilities and stock trading. Universal Health Services, Inc. Introductory Statement Universal Health Services, Inc., a health care organization based in Pennsylvania, has exceled over the past thirty years, with 46 of its’ facilities being recognize in the last 5 years by The Joint Commission as top performers on Key Quality Measures. They have been recognized for Leapfrog excellence, recognizing their hospital safety, quality, and efficiency along with receiving Fortune’s World’s Most Admired Companies for the ninth year in a row, and ranked #293 for the 9th year in a row on Fortune 500’s list of America’s largest corporations by revenue. . over the last ten years in quality and safety and performance measures. The corporation strives to provide quality healthcare services that patients recommend to family and friends, physicians prefer for their patients, purchasers select for their clients, employees are proud of, and investors seek for long-term return (Uhs Inc, 2019). The Focus on Quality Healthcare, changing lives, and transforming delivery of healthcare. Universal Health Services has a focus on providing responsive and compassionate care. Patient centered care takes place in a team focused and driven environment focused on shared governance and teamwork. UHS has strived to put the patient first for many decades by employing those who have personal compassion, competence, and commitment to provide quality patient care. Staff are encouraged to voice their opinions and ideas to improve patient care (Uhs Inc, 2019). Universal Health Services, Inc.’s Mission, Vision, and Values Universal Health’s mission is to provide “superior quality healthcare services that: patients recommend to family and friends, physicians prefer for their patients, purchasers select for their clients, and employees are proud of, and investors seek for long-term returns” (Uhs Inc, 2019). By provided superior quality care, staff and administration embody the mission. With its large growth and expansion throughout the years, as well improvements in technology, patient c ...

1. Organizational Analysis
Erika N. Aguilar
South University
Dr. Mary Naccarato
11/13/2019
Organizational Analysis
History of Universal Health Services (UHS), Inc.
Universal Health Services Inc.(UHS), is one of the nation’s

2. largest hospital management companies, with more than 350
acute care hospitals, ambulatory centers, and behavioral health
centers within the U.S., Puerto Rico, and the United Kingdom,
based in King of Prussia, Pa. Chief Executive Officer, Alan B.
Miller, and a team of executives he worked with at American
Medicorp, funded the organization with investments from
venture capitalists, along with $750,000 put up by himself and
several former American Medicorp employees who followed
Miller into his investment. Four hospitals and management
contracts were acquired by UHS within four moths time. The
company has continued to grow since its start up, attaining more
facilities and stock trading.
Universal Health Services, Inc. Introductory Statement
Universal Health Services, Inc., a health care organization
based in Pennsylvania, has exceled over the past thirty years,
with 46 of its’ facilities being recognize in the last 5 years by
The Joint Commission as top performers on Key Quality
Measures. They have been recognized for Leapfrog excellence,
recognizing their hospital safety, quality, and efficiency along
with receiving Fortune’s World’s Most Admired Companies for
the ninth year in a row, and ranked #293 for the 9th year in a
row on Fortune 500’s list of America’s largest corporations by
revenue. . over the last ten years in quality and safety and
performance measures. The corporation strives to provide
quality healthcare services that patients recommend to family
and friends, physicians prefer for their patients, purchasers
select for their clients, employees are proud of, and investors
seek for long-term return (Uhs Inc, 2019).
The Focus on Quality Healthcare, changing lives, and
transforming delivery of healthcare.
Universal Health Services has a focus on providing
responsive and compassionate care. Patient centered care takes
place in a team focused and driven environment focused on
shared governance and teamwork. UHS has strived to put the
patient first for many decades by employing those who have
personal compassion, competence, and commitment to provide

3. quality patient care. Staff are encouraged to voice their
opinions and ideas to improve patient care (Uhs Inc, 2019).
Universal Health Services, Inc.’s Mission, Vision, and Values
Universal Health’s mission is to provide “superior quality
healthcare services that: patients recommend to family and
friends, physicians prefer for their patients, purchasers select
for their clients, and employees are proud of, and investors seek
for long-term returns” (Uhs Inc, 2019). By provided superior
quality care, staff and administration embody the mission. With
its large growth and expansion throughout the years, as well
improvements in technology, patient care has also been
improved upon.
While changing lives and improving the delivery of healthcare,
Universal Health Services values focus on patients being the top
priority, uncompromised standards, and community investment
(Uhs Inc, 2019). Universal Health Services is continuously
looking for ways to help improve healthcare access in the
community through expansion of not only acute care facilities
and ambulatory clinics but also behavioral health acute and out-
patient centers. Their commitment is to meet the diverse group
of individuals they serve.
The Processes and Programs that Make Universal Health
Services Inc. a Successful Organization in Teamwork and
Shared Governance
Universal Health Services has thrived over the last three
decades in the area of quality of care. Universal Health
Service’s focus on patients and their families stems back to
their values and mission which stem from ethics and
accountability. UHS’s written code of conduct is enacted by all
members of the organization including its’ Board of Directors
and senior management who lead by example and strive to
promote and environment that puts the patient first, while
fostering service excellence, compassion, and ethical and fair
treatment of all.
in the last 12 years.
In the 2018 Annual Health Report Medicaid and Medicare

4. awarded Universal Health Services , Inc. for a five-star rating.
units and if there are any deficiencies, opportunities exist for
improvement in a shared decision-making environment.
Universal Health Systems Inc. also evaluates efficiency of
communication with providers, patients, and family members is
through the Hospital Consumer Assessment of Healthcare
Providers and Systems (HCAHPS) program. This 32-question
survey, that was developed by the Centers for Medicare and
Medicaid, assesses patient satisfaction and over all patient
satisfaction with their hospital stay. The HCAHPS survey is
mailed out to patients after discharge to measure all categories
assessed. All scores are communicated with staff on individual
units on a quarterly basis once the results and data have been
retrieved. Focus is the overall communication and collaboration
with patients, family members, and physicians and how each
individual unit can improve these numbers so that the hospital
can improve collectively. Each month every individual unit
focuses on their numbers and a plan of how they can increase
the satisfaction scores. At the end of the quarter the satisfaction
scores for the hospital as a whole are compared with the
previous, along with a plan to increase scores.
Balanced Scorecard and Results
The balanced score card is a tool to keep up with some of these
measures. Four different pillars are measured including:
financial, customer, internal processes, and learning and
growth. The learning and growth pillar is the most important as
it provides the margin of whether the organization can sustain
innovation and change (Enami & Doolen, 2015). This self-
evaluation tool is used to share the information with the
organization for improvement in current operational processes.
The scorecard also provides the avenues of whether measurable
objectives, goals, mission, vision, and values were attained
(Finkler, Jones, & Covner, 2013).
Finance and efficiency is the first pillar used to evaluate the
effectiveness of the organizations plan. Debt to capitalization,
operating cash flow, and patient length of stay will serve as

5. performance measures in this perspective for Centra Health
(Centra Health, 2018e). The main goal in mind is to maintain a
positive cash flow that will confirm that effective financial
operating processes are in place for this organization (Manica,
et al, 2017). The cash flow performance measure is meeting the
target thus far for the 2018 year. However, patient length of
stay and debt to capitalization needs some improvement. Since
the scores are only from the first quarter of the 2018 year, there
is still plenty of time to meet the targets set for the 2018 year.
Patients will need to be discharge as soon as their clinical
outcomes improve to reduce length of stay percentages.
Hospital revenue should even out the debt to capitalization
percentages as the next scorecard comes through.
For the customer pillar, anything that identifies the customer
such as the data aggregated from the Hospital Consumer
Assessment of Healthcare Providers and Systems (HCAHPS)
scores impacts the overall customer experience. (Manica, et al,
2017). Customer performance measures will include HCAHPS
scores, customer satisfaction ratings from the HCAHPS scores,
organizational patient safety events, patient harm composite
scores, 30-day re-admission rates (Niven, 2014). Patient harm
composite scores data were slightly above the target, thus an
action plan is necessary. An in-service may serve as a great
addition to educate staff about reducing patient safety events
and thus improving the overall customer experience. Thirty-day
re-admission rates met the target thus far, concluding that
patients are discharged appropriately and receive excellent
patient-centered care to reduce the need to be re-admitted
within 30 days of previous discharge date. Reducing 30-day re-
admission rates has been a huge focus with Centra Health in the
past year and the results show that education and excellent
patient care while hospitalized are preventing this from re-
occurring.
effort to provide facilities that promote access to care and
provide high quality of care. Teamwork and employee
engagement that focuses on the organization’s mission and

6. values has always been promoted and identified as a key factor
in the organizations plan. as always been identified as an
essential value in the philosophy of the organization.
References
Uhs Inc. (2019). Corporate Information. Retrieved from
Universal Health Services Inc.: Uhsinc.com
References
Byrnes, J. (2016). Winning at quality and safety: do you need a
chief quality? Journal of
Healthcare Management 61(6), 391-395.
Running head: GOVERNANCE AND TEAMWORK IN A NON-
PROFIT ORGANIZATION
13
Appendix A
Balanced Scorecard
Mission: “Excellent Care for Life”
Vision: “To be the Most Trusted Provider for Innovative
Healthcare”
Strategic Themes: “Team Engagement, Operational Excellence,
and Customer Satisfaction”
Perspective
Strategic Objectives

7. Performance Measures
Strategic Initiatives/Projects
Organizational Performance
LGH Departmental (Acute Care) Performance
Evaluation
Financial
25%
To maintain a positive cash flow; reduce operating costs.
1- Patient Length of Stay
2-Debt to Capitalization
3- Operating Cash Flow
1-Decrease/eliminate overtime
2-Reduce patient length of stay
3-Efficient billings
Target
Debt to Cap.: 32.30%
Cash Flow: 7.8%
2018 YTD
Debt to Cap.:
33.62%
Cash Flow:
8.15%
Target
Length of Stay: 4.65%
YTD 2018
Length of Stay:
4.78%
Cash flow is meeting target thus far for the 2018 year. Debt to
Capitalization is slightly over the target. Patient length of stay
is slightly over the target as well. A focus on discharging

8. patients as soon as able as well as decreasing the amount of
debt by hospital revenue will need to be addressed.
Customer
25%
To improve customer experience; To provide customers with
up-to-date and evidence-based services; to retain customers, and
promote quality and safety for the organization.
1- HCAHPS (Customer Experience)
2-Organizational Patient Safety Events
3-Patient Harm Composite
4-30-day Re-Admission Rates
1- Increase benchmarks for HCAHPS scores for departmental
level
2-Increase timely resolution to issues/concerns
3- Increase customer loyalty
4- Reduce patient harm composite
5-Reduce 30-day Re-Admissions
Target
Organizational Safety Events:
1.00
2018 YTD
Organizational Safety Events: 1.00
Target
HCAHPS: N/D
Patient Harm Composite: 18.17
30-day Re-admission Rates:
11.37%
2018 YTD
HCAHPS: 84.9

9. Patient Harm Composite:
20
30-day Re-admission Rates:
9.69%
All criteria are within target except for patient harm composite.
The implementation of an in-service for decreasing patient harm
events such as HIPPA may be necessary for an increase in
patient harm composite scores. There is no target data currently
for HCAHPS as the quarter scores for the 2018 year has not
been released.
Internal Processes
25%
To maintain operating system processes; recruit and retain
employees.
1-Consolidated Excess Margin
2-Health Care Expenditures
3-Employee Retention
1-Increase Consolidated excess margin
2-Decrease health care Expenditures
3-Decrease vacancy rates
Target
Consolidated Excess Margin:
5.90%
Health Care Expenditures: $384
Vacancy Rates:
11.0
2018 YTD
Consolidated Excess Margin:
4.52%
Health Care Expenditures: $468

10. Vacancy Rates:
11.1
Target
Vacancy Rates:
10.0
YTD 2018
Vacancy Rates:
11.0
Human resource recruiters need to advertise and publicize to
recruit more staff. Health Care Expenditures target may need to
be re-evaluated as the quarters increase over the year.
Consolidated excess margin is still slightly below the target.
Learning and Growth

11. 25%
To improve employee engagement and communication;
Decrease employee turnover, Increase in-patient volume.
1-Employee Team Engagement Rating
2-Nurse Team Engagement Rating
3-Voluntary Turnover Rate
4-Quantity of Customers
1-Increase opportunities for shared decision-making
2-Voluntary turnover rates will decrease
3-Increase the number of customers hospitalized
Target
Employee Team
Engagement: 40.0
Nurse Team Engagement:
3.89
Voluntary Turnover Rate:
11.0
YTD 2018
Employee Team Engagement:
26.0
Nurse Team Engagement:
3.72
Voluntary Turnover Rate:
8.8
Target
In-patient Volume:
4,115

12. Voluntary Turnover Rate:
12.0
YTD 2018
In-patient Volume:
4,131
Voluntary Turnover Rate:
10.8
Team engagement and nurse team engagement is below target.
More opportunities should exist for this calendar year for shared
decision-making and collaboration with all staff. Voluntary
turnover rates are within target. In-patient volume is in excess
so far this year.
(Niven, 2014) (Centra Health, 2018e)
ORGANIZATION
ORGANIZATION
2

13. Organizational Analysis
Erika N. Aguilar
South University
Dr. Mary Naccarato
11/13/2019
Organizational Analysis
History of Universal Health Services (UHS), Inc.
Universal Health Services Inc.(UHS), is one of the nation’s
largest hospital management companies, with more than 350
acute care hospitals, ambulatory centers, and behavioral health
centers within the U.S., Puerto Rico, and the United Kingdom,
based in King of Prussia, Pa. Chief Executive Officer, Alan B.
Miller, and a team of executives he worked with at American
Medicorp, funded the organization with investments from
venture capitalists, along with $750,000 put up by himself and
several former American Medicorp employees who followed
Miller into his investment. Four hospitals and management
contracts were acquired by UHS within four moths time. The
company has continued to grow since its start up, attaining more
facilities and stock trading.
Universal Health Services, Inc. Introductory Statement
Universal Health Services, Inc., a health care organization
based in Pennsylvania, has exceled over the past thirty years,
with 46 of its’ facilities being recognize in the last 5 years by
The Joint Commission as top performers on Key Quality
Measures. They have been recognized for Leapfrog excellence,
recognizing their hospital safety, quality, and efficiency along
with receiving Fortune’s World’s Most Admired Companies for
the ninth year in a row, and ranked #293 for the 9th year in a
row on Fortune 500’s list of America’s largest corporations by
revenue. . over the last ten years in quality and safety and

14. performance measures. The corporation strives to provide
quality healthcare services that patients recommend to family
and friends, physicians prefer for their patients, purchasers
select for their clients, employees are proud of, and investors
seek for long-term return (Uhs Inc, 2019).
Universal Health Services has a focus on providing responsive
and compassionate care. Patient centered care takes place in a
team focused and driven environment focused on shared
governance and teamwork. UHS has strived to put the patient
first for many decades by employing those who have personal
compassion, competence, and commitment to provide quality
patient care. Staff are encouraged to voice their opinions and
ideas to improve patient care (Uhs Inc, 2019).
Universal Health Services, Inc.’s Mission, Vision, and Values
Universal Health’s mission is to provide “superior quality
healthcare services that: patients recommend to family and
friends, physicians prefer for their patients, purchasers select
for their clients, and employees are proud of, and investors seek
for long-term returns” (Uhs Inc, 2019). By provided superior
quality care, staff and administration embody the mission. With
its large growth and expansion throughout the years, as well
improvements in technology, patient care has also been
improved upon.
While changing lives and improving the delivery of healthcare,
Universal Health Services values focus on patients being the top
priority, uncompromised standards, and community investment
(Uhs Inc, 2019). Universal Health Services is continuously
looking for ways to help improve healthcare access in the
community through expansion of not only acute care facilities
and ambulatory clinics but also behavioral health acute and out-
patient centers. Their commitment is to meet the diverse group
of individuals they serve.

15. The Processes and Programs that Make Universal Health
Services Inc. a Successful Organization in Teamwork and
Shared Governance
Universal Health Services has thrived over the last three
decades in the area of quality of care. Universal Health
Service’s focus on patients and their families stems back to
their values and mission which stem from ethics and
accountability. UHS’s written code of conduct is enacted by all
members of the organization including its’ Board of Directors
and senior management who lead by example and strive to
promote and environment that puts the patient first, while
fostering service excellence, compassion, and ethical and fair
treatment of all.
in the last 12 years.
In the 2018 Annual Health Report Medicaid and Medicare
awarded Universal Health Services , Inc. for a five-star rating.
units and if there are any deficiencies, opportunities exist for
improvement in a shared decision-making environment.
Universal Health Systems Inc. also evaluates efficiency of
communication with providers, patients, and family members is
through the Hospital Consumer Assessment of Healthcare
Providers and Systems (HCAHPS) program. This 32-question
survey, that was developed by the Centers for Medicare and
Medicaid, assesses patient satisfaction and over all patient
satisfaction with their hospital stay. The HCAHPS survey is
mailed out to patients after discharge to measure all categories
assessed. All scores are communicated with staff on individual
units on a quarterly basis once the results and data have been
retrieved. Focus is the overall communication and collaboration
with patients, family members, and physicians and how each
individual unit can improve these numbers so that the hospital
can improve collectively. Each month every individual unit

16. focuses on their numbers and a plan of how they can increase
the satisfaction scores. At the end of the quarter the satisfaction
scores for the hospital as a whole are compared with the
previous, along with a plan to increase scores.
References
Byrnes, J. (2016). Winning at quality and safety: do you need a
chief quality? Journal of
Healthcare Management 61(6), 391-395.
Uhs Inc. (2019). Corporate Information. Retrieved from
Universal Health Services Inc.: Uhsinc.com