Mayo Clinic is the first and greatest involved, not-for-profit group practice on earth. Doctors of each medical specialty work together to care for patients, became a member of by common systems and a school of thought that "the needs of the individual come first. " More than 3, 300 medical doctors, scientists and analysts and 46, 000 allied health personnel work at Mayo Clinic, which includes sites in Rochester, Minnesota, Jacksonville, Florida, and Scottsdale/Phoenix, Arizona.
For many years, Mayo Medical clinic has been ranked among the top medical institutions in the world. Over the past few years, the entire health care industry has been experiencing huge troubles. Mayo is not immune system to these challenges and faces the chance of getting rid of critical the different parts of its culture and overall traditions of excellence that contain been at the primary of its success. Given the existing and historical success of Mayo, what does Mayo need to do from a real human resource (HR) perspective to keep up this standard of superiority?
Currently, the HR team at Mayo is a major player in helping to keep up and build a culture of teamwork. Labor force planning, employee recruitment and selection, training and development, compensation and benefits, and performance management are key areas in which HR strategies are being used to build up and reinforce Mayo's Model of Patient Care and attention.
The founders of Mayo established the objective to "provide the best health care to every patient every day through designed medical practice, education and research. " It therefore helps a thorough research team to "bring the bench to the bedside" and the Mayo School of Medicine to instruct and make tomorrow's doctors. In doing this, the idea of teamwork has been at the main of the culture, and consequently human reference management (HRM) strategies have been made to maintain these values.
STRATEGIC HRM AT MAYO CLINIC: THE CASE
The role of individual source management (HRM) in organizations is still of more robust importance and relevance (Bartel, 2004; Becker & Huselid, 1998; Cascio, 2003). Like other intensifying organizations, Mayo Center has created a distinctive organization and continues to thrive even in a challenging overall economy and increasing costs of providing professional medical. Not only does indeed Mayo provide quality healthcare, but it is undoubtedly one of the premiere health care institutions on the planet (Lee, 2008). Mayo may have started out as a little outpatient facility, however now, a hundred years later, the Mayo Center is one of the top-ranked nursing homes. Medical professionals from every medical specialty work together at Mayo to care for patients, became a member of by common systems and a viewpoint of "the needs of the individual come first. "
The Mayo Medical clinic is the first and greatest involved, not-for-profit group practice on the planet. It is a business where doctors out of every medical specialty work together to care for patients, became a member of by common systems and a philosophy of "the needs of the individual come first. " A lot more than 3, 300 health professionals, scientists and researchers and 46, 000 allied health personnel work at Mayo Clinic, which has sites in Rochester, Minnesota, Jacksonville, Florida, and Scottsdale/Phoenix, Az. Collectively, the three locations treat more than half a million people every year.
Mayo's objective is to "supply the best good care to every patient every day through built in professional medical practice, education and research. " It therefore facilitates a thorough research division to "bring the bench to the bedside" and the Mayo School of Medicine to instruct and prepare tomorrow's medical professionals. Healthcare institutions have faced significant challenges over the past few years
A Brief Overview of Mayo Clinic
Mayo Clinic is the first and most significant designed, not-for-profit group practice on earth. Doctors from every medical specialty work together to care for patients, signed up with by common systems and a school of thought of "the needs of the individual come first. " More than 3, 300 medical doctors, scientists and analysts and 46, 000 allied health personnel work at Mayo Clinic, which has sites in Rochester, Minn. , Jacksonville, Fla. , and Scottsdale/Phoenix, Arizona.
As other intensifying organizations, Mayo Clinic has created a unique organization and is constantly on the flourish even in a volatile market and throughout a time when costs of providing medical care are increasing. Medical professionals out of every medical specialty interact at Mayo to look after patients, became a member of by common systems and a viewpoint of "the needs of the individual come first. "
Mayo's objective is to "provide the best treatment to every patient every day through built-in professional medical practice, education and research. " It therefore helps a comprehensive research section to "bring the bench to the bedside" and the Mayo College of Medicine to teach and prepare tomorrow's doctors. Healthcare institutions have faced significant challenges within the last few years
MAYO STYLE OF PATIENT CARE
The fundamental elements of the Mayo Model of Care include:
- A team way that uses variety of medical specialists working together to provide the highest-quality care
- An unhurried examination of each and every patient as time passes to listen to the patient
- Health professionals taking personal responsibility for directing patient care and attention together with the patient's local physician
- The highest-quality good care delivered with compassion and trust
- Value for the patient, family and the patient's local physician
- Comprehensive analysis with timely, reliable examination and treatment
- Availability of the innovative, progressive diagnostic and therapeutic technologies and techniques.
Significant Achievements
The Mayo Medical center name is so widely recognized that it might be the only true national brand name in American medicine. As opposed to the result of a carefully crafted advertising campaign, its' reputation has been built by word-of-mouth on more than a century of quality patient care. It's the quality of care that Mayo Clinic patients appreciate and that makes the organization stand out from the many professional medical centres that provide excellent care. Since its creation, the concentrate of Mayo Medical clinic has been on delivering the highest degree of care to all patients. In reaching this aspiration, Mayo has steadily focused on groups rather than specific contributors. The Mayo Model of Care provides the framework where all employees perform their responsibilities.
Aligning HRM and Business Strategy at Mayo
Mayo has gathered many achievements over its history. Indeed, a major element of its strategies has been the workforce management. The HR function of Mayo is a leader in helping to provide the Mayo Style of Treatment. Given the trends facing the healthcare industry and the necessity to create and maintain powerful organizations such as Mayo, the role of the workforce and HR becomes even more critical.
The real human factor is central to healthcare, yet its proper management has continued to be beyond the reach of medical organizations (Khatri, Wells, McKune, & Brewer, 2006). A central tenet of high performance organizations is the dimension of the impact of HR procedures and procedures on organizational performance (Godard, 2004). A major problem in the professional medical. sector is the contentious dynamics of the way of measuring of performance, with international studies wanting to web page link people management practices to patient mortality in serious clinics (Bartram, Stanton, Leggat, Casimir, & Fraser, 2007). The necessity to always identify and apply HR procedures to the mission of the organization is absolutely critical. Mayo's tactical plan recognizes the workforce as the key to success. Therefore, the HR function which is in charge of the hiring, rewarding, and retaining the employees becomes a core role of the tactical plan.
Since the idea of HRM surfaced in the first 1980s, two basic pathways of research have been developed in looking into the relationship between HR procedures and organizational performance (Chand & Katou, 2007). The first was predicated on the assumption that there surely is a direct romantic relationship between individual HRM tactics and/or internally constant HRM systems of HRM practices, and organizational performance, e. g. (Arthur & Boyles, 2007; Huselid, Jackson, & Schuler, 1997; Jackson & Schuler, 1995).
The second was predicated on the assumption that there surely is an indirect romance between individual HRM techniques and/or HRM systems, and organizational performance e. g. (Belanger, Edwards, & Wright, 1999; Ferris et al. , 2007). Likewise, critical results include patient satisfaction, worker satisfaction and commitment, and functional efficiency at Mayo Center.
A Focus on Quality
Quality can be described and measured in many ways. At Mayo Clinic, quality is not only a simple strategy. Quality is a thorough check out all areas of a patient's experience. Mayo's patients seek excellence in care and attention, the best medical knowledge and experience, the best technology available and the kindness and wish proposed by the staff. Quality can be assessed in the outcomes achieved such as mortality rates and operative attacks; in the compliance with evidence-based techniques known to improve care; in the volume of patients effectively treated who have complex diagnoses and methods; and in the security record of the institution. Quality and service can be measured in different ways such as the timeframe spent with each patient; ensuring each patient is treated with value, kindness and dignity by every person in the Mayo team; ensuring appointments are on time and that test results and other patient information can be found to every doctor whenever it is needed. Quality at Mayo Medical clinic includes the totality of an patient's experience - from the first telephone call to the previous appointment.
Today, many organizations evaluate quality in healthcare using varying standards. Evaluating these details can be difficult and time-consuming since not absolutely all measures indicate the same information from one are accountable to another. However, it is important for patients to ask questions and look at quality information to ensure they are receiving the productive and effective attention they need. Mayo's HR function continues to work diligently towards helping the organization to meet its quest. Following are a few of HR's central strategies and priorities.
Developing Teams and a Culture of Teamwork
Quick (1992) described that cultural beliefs become the program for specific and concrete activities designed to meet difficulty and problem. The author argued that we cannot think of organizational culture as an alternative for in charge, problem-solving behavior for control. Culture becomes the automobile through which problems and issues become addressed, described, reframed, and ultimately solved. When social prices do not work in this manner, they must be improved or jettisoned. The culture is not the finish or goal but rather the means. It might be the concentration of attention, but as regarding the magician, something quite substantive and important may well not be meeting the attention. At the primary of Mayo's culture is teamwork.
Because of the Mayo brothers' progressive approach to medicine, the Mayo Center system in addition has become well known for its use of the multidisciplinary model in caring for patients and finding new treatments and protocols (Strom, 2001). Within the Mayo system, you're likely to try to go along and/or you're someone who has been discovered as someone who can get along with the rest of the team. The Mayo brothers fostered an atmosphere of co-operation and working with minimal squabbling. Yet again, one of the factors that create this happen is a salaried system without incentives. It reduces competition among employees, while fostering a deeper cooperation for the greater good of all stakeholders.
Today, Mayo looks forward to and advantages from a workforce where teamwork is the definite norm. Typical of the Mayo Medical clinic is its century-old team method of treating patients. Physicians work in teams, with each team influenced by the medical problems involved with a case and by the patient's personal preferences. Sometimes, a team will be broadened or even taken apart and reassembled. At Mayo, diagnosing a sophisticated problem, proposing treatment and slotting the individual for surgery can occur within a day of the identification. The overall impact at Mayo is one of orderliness, function and, most importantly, vigor.
This can be an industry that is dominated by increasingly powerful (and progressively more expensive) technology. Mayo's biggest development is its way of working -- especially its way of employed in teams. To be sure, other medical companies use clubs. But Mayo has integrated collaborative methods into anything that it can -- from medical diagnosis and surgery to insurance plan making, proper planning, and management. At Mayo, the fine art of medication is the epitome of teamwork (Roberts, 1999). Some other companies give attention to the bottom-line, Mayo's concentrate is still on the individual and patient satisfaction.
Employee Recruitment and Selection
Attraction and retention of employees is an increasingly significant aspect of building organizational capabilities to ensure suffered competitiveness. As utilized at Mayo, one of the most crucial areas of the HR function is to choose the "right" staff for every starting. Mayo uses value-based hiring, looking for team players who have the capability to advance within the business, illustrate empathy for others, and can handle ambiguity. Employees must be flexible, but firm when necessary. Employees should not be rules-driven and must stick to the utilitarian concept of the greatest good.
Rather than observing HR as a crucial driver of organizational strategy and benefits, most healthcare organizations see HR as a drain on the organization's bottom line. Only by aligning HR with the organizational strategy will HR leaders truly get a seating at the leadership table.
HR leaders have stated that, in hiring new employees, commitment, a solid work ethic, and the capability to be a superb team player are among the list of criteria Mayo looks for. Mayo has eventually benefited from incredibly low turnover rates and the ability to preserve employees who own the expertise, interest, and empathy to provide the best patient health care to all patients.
In its' 2007 Annual Survey, Mayo's HR team described that effective recruiting is essential to achieving Mayo's tactical plan and reported that 6000 allied health positions were loaded in 2007.
Furthermore, its quality effort within the team resulted in a decrease in time to load a job from a median of 35 times to 29 days. Potential raises in the amount of patients, however, might provide additional boosts in recruitment and labor costs.
Diversity is another region of high importance in Mayo's recruitment strategy. In 2007, 12% of the employees employed were minorities. This shape far surpasses the ratio of certified individuals in the individual geographic locations, though Mayo continues to work diligently to increase this number.
As Mayo deals with the current industry developments and economic challenges, HR is faced with the continuing task of recruiting and keeping skilled employees. Medical care and attention industry, which uses more than 11 million employees, faces significant workforce challenges.
So while it is not too difficult to tout earlier successes, the challenge facing Mayo is unprecedented. As a result, Mayo's HR function must continually explore innovative ways to recruit in order to meet its dependence on skilled professionals.
Promoting Teamwork through Strategic Rewards
An effective reimbursement system can lead to organizational competitiveness and higher degrees of profitability. It can also help to motivate employees. Mayo stresses compensation ways of foster the attitudes and behaviours that match the Mayo Model of Patient Care and attention.
Mayo prides itself in selecting long-term employees who are team players. Promoting this compensation idea, Mayo does not employ a performance-based settlement system. Mayo argues a standard of quality is expected of everybody. Typically, employees are paid at the 60th percentile of the marketplace range. Furthermore, employees are given a thorough benefits program that includes medical, dental care, tuition reimbursement, defined profit pension plan, and other pension options.
Over the years, HR reimbursement pros at Mayo have:
Created a framework for titling management jobs and examined options for changing the management job salary structure
Conducted a comprehensive market review of Administrator positions and made tips to leadership
Designed command development programs for management transitions
Centered on reviewing careers to ensure everyone is paid at the required levels
Conducted inner studies to ensure employees are content with their pay While Mayo has historically provided an outstanding example of compensation strategies aligned to business ways of achieve a typical of superiority, the question develops concerning whether this school of thought would be relevant in selecting more employees where fewer certified candidates are available. Furthermore, as opportunities become available with better frequencies, Mayo's HR function questions if employees are likely to leave for the possibility to earn much more through incentive structured compensation.
Building and Keeping a Highly Committed Workforce
Through deliberate efforts such as teamwork, give attention to employee well-being, little incentive-based compensation, and providing a great work place, Mayo has benefited from amazingly low turnover rates and the capability to preserve employees who will be the ones having the expertise, interest, and empathy essential to deliver the best patient care and attention to all or any patients. Mayo's turnover is approximately 5% annually.
A report shared by the Gale Group explained that the expense of worker turnover is about $4. 1 billion yearly and typically, there is a 45% average total annual turnover rate in a long-term good care workforce of approximately 2. 6 million, with an average turnover cost of $3, 500 per employee, including indirect and direct costs (Edwards, 2005). The HR personnel at Mayo works diligently to support recruitment attempts through various retention strategies. The concentration continues on making sure employee satisfaction. Regular employee surveys, meetings with employees, and observations help gauge employee satisfaction.
As a specific means to getting and keeping employees, Mayo has defined a complete Rewards program that is quite appealing to most. The rewards program is based on the basic principle that no one is big enough to be indie of others and it is comprised of:
Paid time off
Work life balance
Competitive total compensation
Comprehensive gain plans at a relatively low cost
Old age funded by Mayo
Income protection
Professional development
Regular salary increases
Mayo has recognized the personal characteristics that best fit its culture and beliefs. In particular, it looks for people who are committed to high-quality health care and service; communicate a good attitude; are enthusiastic, resourceful, and genuine; have a strong work ethic unconnected to extrinsic rewards; demonstrate understanding of cultural variety; and aspire to collaborative work. Mayo invests in a time-consuming, collaborative hiring process to find staff who will thrive in the Mayo system (Berry, 2004). It really is through these hiring techniques, its culture, and total rewards which have proven to be critical in helping to get such stellar retention rates over its background.
Challenges Facing the Healthcare Industry
There is not a shortage of records about the increasing costs of medical. As the health care industry continues to grow and as more emphasis is put on health care costs, there will be a need for more strategic models for management of hospitals, clinics, and practice communities (Wooten & Decker, 1996).
Industry Trends
A record by the American Hospital Association's Contemporary society for Medical care Strategy and Market Development and the American College of Professional medical executives, cosponsored by VHA Inc. , explained that the major trends facing healthcare organizations include the following:
a) Providers and insurance providers are poised to generate new, consumer-sensitive enhancements designed to meet specific needs.
b) Payers and the federal government will continue to motivate for better disclosure on what services cost and on the quality of patient care and attention, making transparency an expectation. That is apt to be a divisive force among providers and within built-in groups.
c) CEOs and other older executives will be increasingly held in charge of achieving powerful with measured results.
Increasing numbers of physicians will demand reimbursement for type, call and alternative activities.
e) Hospitals will continue to improve the use and develop the scope of advanced practice nurses and medical doctor assistants.
f) Private hospitals will continue to take good thing about the current period of relative financial balance to make capital investments (Wooten & Decker, 2006).
Demand for Service
Mayo is confronted with the likely possibility of an increase popular for service given the aging populace of the U. S. There could even be a scarcity of physicians. This is a concern for many administrators. The Association of American Medical Schools underscored this issue in 2006 when it compiled studies from at least 16 expresses, citing shortages in medical doctor specialty domains. The report highlighted that despite having substantial rises in medical education and training capacity, it is improbable that all of the increased demand for health services can be found with doctors.
Many of these records pointed to shortages in specialties such as allergy and immunology, cardiology, child psychiatry, dermatology, endocrinology, neurosurgery and psychiatry, in addition to primary care. The end result is that the united states is not producing enough doctors to keep tempo with the demands of a growing, aging people. Given its fantastic reputation, Mayo magic if it will be able to keep up with the finest quality as more patients flock to its entrances to be cured. Will they have the ability to sufficiently and effectively hire healthcare professionals who fit its culture?
Diversity
The Mayo brothers saw the worthiness of bringing people with different skills, backgrounds and values together to better serve the patient. Today, the clinic's goal is to create a nurturing service environment where individual differences are appreciated, allowing all staff to accomplish and donate to their fullest probable.
Mayo defines diversity as all the characteristics which identify individuals or communities in one another. Formally, this is includes distinctions based on contest, color, creed, religious beliefs, gender, age, national origin, marital position, erotic orientation, veteran's position, disability, or position in regards to to open public assistance. The great things about this approach include a workforce that:
Offers a wide pool of talent
Contributes different viewpoints and perspectives in ideas, initiatives and decision making
Generates energy and creativity
Better represents and responds to our patients and our colleagues
Support for variety is comprehensive through Mayo Clinic's framework, with broad management provided by the professional leaders on Mayo Clinic's Table of Trustees and the Trustees' appointed Mayo Clinic Diversity Advisory Committee. The Variety Advisory Committee functions as a community forum for review and campaign of diversity activities undertaken by any means Mayo sites. These efforts are backed at each medical clinic location by way of a site-specific variety committee. Resources available to these leadership committees include the departments of RECRUITING, Education Services, Research Services, Legal, and the Workers Committee.
Mayo's diversity initiatives signify a cogent method of integrate variety into Mayo's overall strategy for development. Collectively they contribute to a diverse Mayo Center. When looking at the ratio of folks of color in the 18 and over populace of their respected Metropolitan Statistical Areas (MSAs), the number of minorities applied at each Mayo site is more than one-half of that percentage. More importantly for Mayo, over 40 percent of these minority employees work in positions categorised as management and professional, the feeder pipeline for highest-level leadership positions.
Diversity in professional medical, seen by any means organizational levels, includes people from differing cultures, races, religions, gender, physical capacity, backgrounds, and principles (Ivancevich & Gilbert, 2000). Once an organizational decision was created to value and promote diversity among staff, the challenge lies in striving to manage this variety through "systematic and planned commitment. . . to recruit, coach, compensation, and promote a heterogeneous mixture of employees. " (Ivancevich & Gilbert, 2000).
Many solutions have been used in healthcare to manage diversity. The most common are workout sessions, subordinates' responses, performance appraisals, and pay back systems. Whatever strategies are employed, common goals are fostering personnel commitment to variety, recruiting and empowering personnel champions, identifying the worthiness added to the system by group variations, and empowering personnel through skill development.
Operational Efficiency
Several factors are forcing health care organizations to streamline their operations. These factors include competitive pressures, increased consumerism, regulatory requirements, among others. Process improvement techniques customarily used in processing and other establishments, such as Six Sigma and lean processes, are gathering popularity in healthcare. Operational efficiency is about increasing productivity and increasing quality and persistence which can seem overpowering to healthcare facilities with declining reimbursements.
Today, Lean and Six Sigma may be buzzwords within the Fortune 500 business circles, but it doesn't suggest health organizations can't leverage their principles to address their own financial troubles. Lean rules improve patient attention by lowering rework and waste products. Six Sigma tools are also transforming management beliefs in professional medical. Six Sigma is a statistical approach that measures process capabilities- mainly in conditions of correctness and standard deviation. It can help companies shoot for customer satisfaction by consistently reaching or exceeding their commitments. It can reduce double obligations to vendors, cost savings in net gain and produce effective billing and collections structure. This process, while tedious, boosts customer satisfaction, boosts productivity and develops a quality mentality in a organization
(Holland, 2007). Healthcare organizations are leveraging real-time, web-based applications to increase functional efficiency also.
Mayo's Challenges
As HR professionals, the Mayo HR team is entrusted with the duty of controlling the organizational culture. Mayo's primary values, values, and norms have always been a pleasure of medical superiority and also have become further strengthened across decades of employees. Given the obstacles the country faces, including the current economic downturn, drop of available doctors, aging population, and a need to work with specific performance improvement measures, making speedy changes becomes quite difficult.
Hospitals, including Mayo, will soon learn to feel the impact of 78 million Americans - SENIORS - ageing into higher-risk pools. As these SENIORS become patients seeking care, the prestigious reputation of Mayo will potentially result in extra demand for specialised treatment. Mayo is currently operating at or near capacity so the question remains concerning whether an increase in patients will allow Mayo to keep providing the best quality of service to its patients.
Furthermore, the administration of the newly-elected U. S. president has guaranteed additional health care coverage for uninsured Americans. The health care reform plan, as proposed, would provide affordable, accessible health care for all Us citizens, building on the existing health care system, and would use existing providers, doctors and healthcare plans to put into practice the government plan.
Hospitals and clinics, such as Mayo, are more frequently using performance improvement methods presented in the manufacturing industry. These interventions are actually the norm and include Lean Procedures and Six Sigma. Performance improvement methods are a means to hoped-for improvements in patient access, cost reductions and improved quality of patient care and attention.
Mayo's culture will have to change to adapt to these new methods quickly. The resistance argument, in a few quarters, is that Mayo has prevailed with its historic practices. Why are these changes necessary? HR must play an integral role in championing these prepared changes to boost performance.
While historically, HR at Mayo has been relatively effective and it has been seen as a business spouse, but with the many problems facing organizations, the question as to how HR can have sustained power must be reviewed. Recent freelance writers have highlighted the need for better people management techniques in healthcare that directly support other goals such as providing an excellent and safe service and hence improving professional medical performance and patient final result (Leggat & Dwyer, 2005; Stanton, 2002). Given all of the external issues, including financial instability, HR executives have been asked by older management to evaluate the effectiveness of HR practices and also to determine the amount of positioning between HR practices and organizational effects. Some critical information in this evaluation is offered in the info below.
The pipeline of highly licensed prospects has significantly decreased.
The perfect time to fill open positions may lengthen
Lower variety of candidates that meet up with the hiring account for Mayo
More than 30% of the total workforce is expected to become retirement-eligible in the next 5 - a decade.
5% turnover rate may grow
The pay of medical professionals is constantly on the escalate, so paying at the 60th percentile might associated risk the retention of employees who seek higher compensation
Destinations of Mayo for core-competency careers such as physician may have less result in comparison with opportunities for greater pay
Dissatisfaction may grow as employees have a problem with pay when compared with others in their field, or as demands for discretionary spending are declined more
Diversity of the workforce does not signify that of the patient and general populace.
Mayo's diversity efforts may have to increase
Mayo may gain a poor reputation with potential employees (e. g. , "chilling effect") or customers
Groupthink may have an effect on Mayo's ability to be innovative, adversely contributing to the business enterprise objectives
Several relevant questions, therefore, continue to be for Mayo and its HR function:
1. How can organized changes be applied without dropping the center culture of Mayo? Basically, how do Mayo change its culture while maintaining the Mayo Style of Patient Care? Should Mayo consider culture change? If so, what elements of the existing culture should be taken care of? What elements of the existing culture should be released? What improvements to the culture have to be made?
2. How might the recruiting strategies change at Mayo?
3. What changes to compensation should Mayo consider?
4. What metrics (qualitative and qualitative) should be used to determine the efficiency of HR?
5. How do Mayo establish diversity goals that help the business to become more representative? Can the variety goals help hook up to other hazards to Mayo's culture? Should Mayo extend its description of diversity?
STUDENT REQUIREMENTS (Minimum amount 2500 words you can write maximum approximately you want)
.
Inside the memo, make sure to incorporate the following:
1. The precise HR strategies that have helped Mayo become so successful.
2. The key HR deliverables?
3. How HR can better contribute to the objective of Mayo.
4. The core competencies HR pros need to excel in the current organizations and exactly how these competencies are relevant at Mayo.
5. The steps that needs to be used to judge proposed change.
6. How you will go about implementing the advised changes.
Furthermore you must see yourselves as "HR consultants" who have been asked by Mayo Clinic to do an evaluation of HR at Mayo. Mayo could have assumed you don't have a great deal of understanding of their corporation, except of its world class reputation. You should assume that the info written in the case has been provided by past experts who've discussed Mayo and together with Mayo's executives.
NOTE:
You must show what troubles MAYO is facing are.
There competitive benefit.
Swot examination of mayo
MOST importantly there is a danger which mayo can face you will have to find out
Give some recommendation how can they improve.
REMEMBER you can't exceed this case you will need to pretend and also have to make assumption.
