Organizational Structure of Health Care Organization - Term Paper Example

 Strategic Plan Part I – Organizational Structure - of Health Care Organization Introduction Over the past few years the organizational structure issue, in various hospital structures have suffered a huge deal of transformation. The organization structure does not only represent the target and culture, but it also evaluates and exhibits the connection between employees in a hospital, in order to facilitate the job efficiency and productivity (Clarke, 2000). A practical organizational structure has considerable impact on promoting job efficiency in hospitals; therefore, better healthcare services might be given to patients. Additionally, it is considered that the organizational structure design may be principally affected by diverse factors, for example, the organization's strategy vision and mission. As a result, a health care organization that is well-structured will smooth the progress of self-development, in order to increase satisfaction on both employee and patients. The Bayshore Community Hospital This paper will focus on the critical analysis of Bayshore Community Hospital, in New Jersey, US this hospital is a member of Meridian health. Bayshore Hospital is one of the most advanced hospitals in New Jersey with the provision of a variety of specialized outpatient and inpatient services; it also has an educational facility that offers placement and training opportunities to medical students. Bayshore hospital fosters the culture of excellence in an environment that is collaborative. The hospital actively seeks innovative partnerships, technologies and solutions to maintain financial growth that is sustainable and to ensure that the community that it serves has access to a broad range of integrated services which meet both their current and future health care requirements. The Bayshore community hospitals’, mission statement states that " Meridian Health is committed to improving the health and well-being of the residents of New Jersey by providing quality, patient-centered health care services delivered in hospital, community and in-home settings, and to advancing medicine through clinical education and research." While its Vision is “To be the best health system in New Jersey” This is achievable through attending to the individual needs patient, offering quality services, encouraging healthy lifestyles and also valuing the health care employees. The role of the organization’s mission, vision, and key values in relationship to its strategic plan From the organizational viewpoint, the main goal of Bayshore Hospital is concentrated more on its consumers, so as to offer better health care services. This shows that both the mission and hospital accomplishments, collaborates the structure of Bayshore hospital with the mission and vision is more likely to positively reflect on the actions of employees. Additionally, this Strategic plan not only extremely shows the hospital’s target and culture, but also gives a comprehensible line of authority, and this maximizes the benefits of healthcare services to both their employees and patients. Bayshore Community Hospital broadly provides outpatient and inpatient services, as well as specialized services such as the Center for Wound Healing, The Center for Bariatric’s broad Rehabilitation Services and the Sleep Care Center.  The strategic planning model used by Bayshore Community Hospital Over the past few years, Bayshore Community Hospital has developed a comprehensible, strategic plan which positions the hospital for the future and offers the most excellent experience for the patients, guests and employees. Through merging with Meridian Hospital, Bayshore will be able to utilize the combined resources and talent so as to improve access to care and enhance clinical service and quality to the community. The Bayshore Community Hospital uses the regional hospital model which has been a very successful approach countrywide with health systems, and during the merger process it was potentially identified as the most benefit to the two hospitals. This model is mainly an operational and administrative structure; it is executed by maintaining senior leadership in both hospitals to make decisions regarding most excellent quality of patient care and also to support the medical employees, whilst strategically aligning Meridian and Bayshore through a shared strategic plan, administrative structure and budget. The merger has also helped the hospital reduce costs due to shared purchasing and efficiency opportunities, and also offers new research and academic opportunities for clinicians, physicians and nurses. Through shared visions, missions and values, this affiliation provides patients with several benefits, including the extension of services that are presently available at the Bayshore hospital and improved access to a great range of services available at Meridian in a manner that is seamless and coordinated. Theoretical framework Bayshore community hospital uses the Life Course perception as its theoretical framework. It unites a varied group of employees who are committed to modify how they work so as to generate community conditions which are equitable and that support the patient’s well-being. Most of its members are engaged in a collaborative process which advances systems change and improves economic, social and environmental conditions that affect equality. The Bayshore Community Hospital Leadership Team The senior management leadership team oversees the daily operations of the Bayshore Community Hospital. Together, they make sure that Bayshore delivers the highest value health care in a compassionate and safe setting for the community members. The executive team consists of Timothy J. Hogan as the Regional President, RPh. Anthony Cava as the Chief Operating Officer, Linda Walsh is the Vice President & Chief Nurse Executive, Rachel Weiss as a Senior Manager, Operations, Ian B. Leber is the Vice President for Medical Affairs &Clinical Effectiveness while Kelli O'Brien is the Vice President, Business & Physician Development. It is alleged that authority is usually derived from the managerial level, and then responsibilities are given to the employees to complete (Matthew & Audrey, 2005). This organizational structure of Bayshore Community Hospital simply explains the hierarchy of the job, and the responsibilities at each level. The leaders should efficiently and effectively utilize resources, therefore assisting in achievement of organizational goals through granted lines of responsibility and authority Lewin´s Change Management Model Lewin’s Change Management Model has enabled Bayshore Community Hospital to effectively structure change programmes and project while providing sufficient adaptableness for the hospital. This model consists of the following fundamentals: Field theory: This is done by identifying the forces that helps in comprehending people’s motives and it enables the hospital’s managers to be able to influence the behavior of employees and patients. This theory stipulates that the driving forces originate from ambitions, fears, goals and needs. Group dynamics: this dynamics claim that an individual’s behavior is forced by pressure in group. For that reason Bayshore community hospital focuses its attention on group levels rather than at individuals. Action research: People need to believe in the need for change, Therefore Bayshore undertakes research, continuous evaluation and analysis of all possible solutions. Value Chain Analysis Value chain is a strategic tool that Bayshore Community Hospital uses to measure the significance of the clients perceived value (Rainbird, 2004). So as to prosper and survive in the medical industry, Bayshore Community Hospital is more concerned with the needs of the customers, and they have also fought to survive competition. The hospital gains a competitive advantage from the distinction between the value it gives its customers and the cost of generating that customer value. The involvement of the organization’s governing board in implementing strategic goals The board is very involved since it oversees the ongoing preparation of inspections and surveys, including assessments and all educational forums. The governing board also Develops and implements a performance development plan, which serves to meet the hospitals strategic goals, corporate mission statement and also the state and federal regulations. The Bayshore community hospital’s governing board also introduced leadership walk rounds for executives, to promote non-punitive and safe working environment. Teams also deliver presentations to the Governing Board on regulatory requirements, quality improvement and team reports. The Bayshore Hospital’s major service delivery and support activities in its value chain There are specific activities through which Bayshore creates a competitive advantage; it is valuable to model the Hospital as a value creating chain of activities. These activities’ goal is to create value that surpasses the cost of providing products or services, therefore generating a good profit margin. The activities that Bayshore hospitals undertakes are: Inbound logistics which include the receiving goods, warehousing, and control of inventory, Operations on the other hand are the value generating activities which convert inputs into an end product, Outbound logistics this are activities which are necessary to transport the finished service or product to the patient, Sales & Marketing this are the activities such as pricing, channel selection and advertising which attract patients, Service delivery this activity ensures that patients get the most excellent service . Conclusion The organizational structure of Bayshore community Hospital minimizes the recurrence of capital and employee, as well as increasing the effectiveness in resource utilization, so as to deliver excellent care to patients in a specific treatment unit. It is undeniable that qualified individuals or employees may be isolated beneath this structure with limited information regarding the work of other departments, lack of proper communication can results to the downside of provision of quality healthcare services to patients. The key composition of authority and leadership in Bayshore Hospital can be broken down into numerous subordinates. It is understood that higher ranking employees have major rights than lower ranking employee. In addition, the effectiveness of the organizational structure of Bayshore Hospital supports in the realization of the Hospitals vision and mission. Overall, the organization structure of Bayshore Hospital is significantly well designed. It is obvious that the hospital has set up a series of full range specialties and departments for the provision of better and quality care to patients. The Hospitals organizational structure in terms of structure utility, type and authority lines has mostly impacted the strategic plan of the Hospital. References Clarke, R. (2000). Investing in the human resource. Healthcare Financial Management, 54 (2): 16.   Matthew, J. & Audrey, B. (2005). Grow your own leaders. New York: Routledge. Rainbird, M. (2004). The value chain: A framework for operations management. International Journal of Logistics & Management Physical Distribution, 34 (3-4): 230-250. Read More