Essay about Leading Strategies Change at Davita

Words: 3332
Pages: 14

Project: Leading Strategies change at DaVita: The Integration of the Gambro Acquisition Course: MGT 215 Submitted: 7thDecember, 2011

Acknowledgement ………………………………………………7 Introduction………………………………………………………..8 Synopsis…………………………………………………………9-20 Conclusion…………………………………………………………...23 Bibliography………………………………………………………….24

Acknowledgement
I would like to thank God for the strength he gave me to do this course. It was a challenge but through it all he brought me to the end of twelve weeks of studies. I would like to thank Mr. Veron Johnson for the patience and time he took to impart his knowledge to

A few persons were sent to Tacoma’s billing office to work on billing and collections and to fix cash flow problems. The situation became severe when the government stopped paying DaVita for laboratory tests because of records and document issues. The company had to decide what to do with the patients whose lab tests were not being reimbursed, however the company decided to continue performing tests that it felt were essential in delivery of care and to appeal the decision to an administrative law judge to attempt to obtain the denied funds. Four (4) years later after winning successive judgments, the government paid them over $90 million. The issue of outstanding debt was dealt with under much constraint. The banks wanted the company to sell parts of the business to honor debts. The management group did not buckle, and after long and difficult discussions, the loans were restructured and financial penalties for default were discontinued. Eventually the company sold the dialysis centers that were outside the United States to direct it focused in a geographically area. In the area of technology, the chief information officer introduced an automated patient registration and to incorporate all the clinical records and activities, an electric file cabinet was also created. It was the first step to standardize the paper-based system used to keep track of patient care in the various centers. Continuous improvement and teammate education was critical at this point, so a