This research focuses on the Critical Care Unit and the Intermediate Care Unit of the Denville Campus of the Northwest Covenant Medical Center. A detailed description and review of the organization is presented in a case study format. This case study of the organization is followed by a statement of the organizational effectiveness indicators, together with an assessment of the compliance status with those indicators. A prognosis for the organization then is presented that both identifies and analyzes focal problems facing the organization. The study concludes with an action plan to address the focal problems.
NORTHWEST COVENANT MEDICAL CENTER: AN ORGANIZATIONAL CASE STUDY WITH EMPHASIS ON CRITICAL AND INTERMEDIATE CARE UNITS AT THE DENVILLE CAMPUS
The Northwest Covenant Medical Center was created through the merger of the Dover General Hospital & Medical Center and the St. Clares(Riverside Medical Center. The resulting institution operates four acute care campusesùBoonton (formerly a St. Clares campus), Denville (formerly a St. Clares campus), Dover (formerly Dover General), and Sussex (formerly a St. Clares campus).
The four Northwest Covenant campuses provide 927 beds. A total of 3,900 persons are employed directly by the organization. Additionally 700 physicians and dentists are accredited to the medical center, and 2,100 volunteers provide additional services. On the average, 27,500 persons are served each year as inpatients, while and additional 104,000 persons are served as outpatients each year.
Prior to the merger, Dover General Hospital and Medical Center was a voluntary, nonprofit acute care hospital serving the residents of Northwestern New Jersey. The hospital had been in existence since 1908, but did not admit its first inpatient until 1914. From the beginning, Dover General accepted for admission any patient in need of hospital care irrespective of race, color, creed, or ability to pay.