Organizational Analysis of a Healthcare Institution – Health System Example

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"Organizational Analysis of a Healthcare Institution" is an excellent example of a paper on the health system. The organizational review is aimed at examining the structure under which an organization functions. An assessment of the structure of the organization is done as well as the roles and responsibilities of the organization. The objectives of the organization must be articulated and to what extent they are being achieved. According to Koontz and Weihrich (2007), the means to the success of any hospital lies with its personnel, rather than any other factor. The essential elements that influence staffing in a hospital organization include quantity, quality, and use of personnel in light of the framework and organizational process.

This review, therefore, aims at establishing these parameters for the betterment of the organization. Description of Workplace There is a challenge to the definition and measurement of output in an organization including healthcare facilities. This is because the nature of work is extremely variable, complicated, demanding, non-deferrable, urgent, and reactive. The requirement is for an organizational environment that is multifaceted, in order to manage the extremely specialized and varied professionals who interrelate to provide the services expected of them (Anderson and McDaniel, 2000).

There has been an important change in the make-up of the health care staff. Non-physician staff in healthcare organizations has increased significantly including non-physician clinicians and nursing staff (Druss et. al, 2003). This has led to the creation of novel roles in the provision of healthcare. This change has increased collaboration between disciplines leading to a reduction in patients treated. Role and Position within Organisation In my role as a nurse practitioner, I am charged with many aspects of patient care and record-keeping.

This role is fast changing in the contemporary hospital setting as many principles of management and organization are challenged in the current hospital setting. With decentralization being the by-word, this poses a challenge to nursing services because we must not only meet market demands but also endeavor to contribute to corporate profits while doing so. The various aspects of nursing care that I undertake include medical care, management education, health support, research well as the edification, information, and counseling of patients. Management Process Role of Nursing Manager There is a distinct advantage to having a medical manager over a non-medical one because of the higher standing, greater knowledge on the workings of healthcare, and less inhibition in articulating the issues (Simpson and Smith, 1997).

The nurse manager in charge is charged with adopting the staffing policy for the organization. She matches the knowledge of employees to the needs of patient care in a way that maximizes both qualities of care and job satisfaction.   She also uses the patient assessment, work quantification, and job analysis to find out the staff required for each group to be assigned to what patients.

Patient groups include coronary care, renal failure, paraplegia, cancer, arthritis, etc. she makes up a master staffing plan and develops policies to implement the plan within the hospital units. She ensures that shift start-time; quantity of personnel on duty during holidays, and the number of workers on duty during each shift is a flexible and accommodative concept that takes workload and workflow into account. Organization Design An organization can be defined as a social system framework made up of cohorts of personnel interacting in a work environment to achieve pre-specified goals (Clinton, 2004).

The structure and management of an organization can take many avenues. Our organization is made up of a complex structure that consists of official units with homogeneous regulations, guidelines, and procedures. The personnel has specific and specialized areas of operation where the pay structure, job roles, and responsibilities are standardized. The hospital is made up of a professional bureaucracy that is made up of a functioning nucleus of professionals whose decision-making capabilities and sophisticated support staff are decentralized. Unfortunately, the techno-structure is not very developed.

The organization is divided into separate divisions headed up by one administrative center that join up to form an integrated whole. These divisions are Administrative Services Informational Services Therapeutic Services Diagnostic Services Support Services Health care organizations could be owned by various entities, either private or governmental, not for profit, or for-profit, affiliated to sectarian interests or not. My health care organization is an unaffiliated, for-profit private enterprise. It employs a functional structure where employees are categorized into departments defined by their specialty. Thus nursing responsibilities all fall under nursing services with one administrative unit that makes decisions. At the unit level, care is patient-centered, that is, a unit-based nursing care delivery system.

The administration of patient care services occurs at the unit and the aim is to contain costs, enhance efficiency, quality and decentralize responsibility. The R. N. is the patient care coordinator. Organizational Chart The organizational chart is a map that allocates sectors of responsibility and specialization. It illustrates the formal relationships that exist within a structure in which the process of management occurs. Chain of Command This is the official line of authority and communication. When this line of authority is centralized, the decisions emanate from the autocratic center downward.

The decentralized organization has a flat framework in which decisions are made at the position in which they take place. The latter is the structure with which we are working. Organisational Culture This is a cognitive structure that consists of approaches, principles, behavioral standards, and prospects common to members of an organization. The culture of the organization assists to create a feeling of belonging amongst employees and therefore helps to promote internalization of organizational goals. It also provides a foundation and fosters solidity in procedures, communication, and interaction of roles.

The total of an organization’ s values, language, traditions, and customs is its culture according to Marquis and Huston (2009) and it is enforced by symbols, language, and ceremony. In our organization, this is done via ceremonies that showcase the excellence of employees in epitomizing the values espoused by the organization. These values include quality patient care, going the extra mile, efficiency in the use of resources, and mutual staff support. The organizational vision involves improvement of services to the patient care and reduction of the time it takes for a patient to be attended to in the Emergency Room.

The Royal Hospital Donnybrook has a mission to make available wide-ranging specialist services for adults in a way that is caring, dynamic, collaborative, and holistic. This has led to a shift in paradigm from simply care for the elderly to an emphasis on rehabilitation, hence a recent increase in beds for rehabilitation by 70%. This is partnered with the provision of care for the more elderly and adult patients who require unremitting attention medically, with nursing and therapy.

This goes hand in hand with the promotion of community services. Conclusion The manager’ s responsibility is an unremitting balance of requirements for a task on the on hand and the needs of the individual and the group as a whole. Simultaneously, they are required to hone in on pressing issues and deal with them as soon as possible. The manager mobilizes individuals and groups to work toward a common objective within an organization in conjunction with the exterior milieu. They come to decisions; apportion assets and direct activities for the attainment of the stated aim.

The main challenge of management is to create an environment where people are motivated to show up for duty. At Donnybrook, the staff continuously works toward attaining this goal and the organizational overview is a means by which progress can be mapped and managed.

References

Anderson R, McDaniel R. (2000). Managing Healthcare organizations: where Professionalism meets complexity science. Healthcare Manage Rev, 25(1): 83–92.

Clinton, M. (Ed.) (2004). Management in the Australian healthcare industry. (3rd Ed.). South Melbourne: Prentice-Hall.

Druss B, Marcus S, Olfson M. et al. (2003). Trends in care by nonphysician clinicians in The United States. New Engl J Med, 348(2): 130–7.

Marquis, B and Huston, C. (2009). Leadership Roles and Management Functions in Nursing. Philadelphia: Wolters Kluwer.

Koontz H, Weihrich H .(2007) Essentials Of Management An International Perspective. (1st edn.). New Delhi: Tata McGraw Hill publishers.

Simpson J and Smith R. (1997). Why healthcare systems need medical managers. BMJ, 314(7095): 1636.

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