The Children Health Centers Main Headquarters - Essay Example

? Non-profit health organization Non-profit health organization This is a non-profit making children medical health center locatedin Dallas Texas with one main mission: to promote and ensure proper child health and development within the region. The main strategy put in place is one that concentrates on developing better direct relationship between the people in the region and the organizations patients enabling doctors. This aims to reach and assist children where and when need be. This is ensured by the incorporation of local leaders to reach the interior parts of the region popularizing the services offered by the health center, and for easier access. To ensure for better and updated health services for the children external sourcing and holding membership pediatricians meetings nationwide uniting all necessary professional fields working towards the most prominent public and professional children health issues Edwards and Gaventa (2001). The children health centers main headquarters located in the city of Dallas with other smaller health units within the interior of the region to ensure proper access to every house hold to ensure for proper caring of their children. This organizations children health center focuses mainly on all the children within the city of Dallas although flexibility for the care of other children from without the region accommodated with the right requirements for such services. The health center organizations strategic plan focuses mainly on the following areas that integrate the central elements in the health system reforms: 1. The provision of children health care at the lowest possible costs to the public and when possible even offer uncharged services. 2. Ensuring proper ease of access of the health centers and services within in accordance to the needs of the public. 3. The employment and popularization of prevention measures, as opposed to treatment modules. 4. Ensuring the employment of flexible payment modules by the public to ensure ease of access of services and medical facilities. This includes payment modules of various currencies and non-cash payment modules. 5. Provision of the best quality of medical services for the regions populations through ensuring updating of medical facilities, medicines and doctorial knowledge. The above are the main areas of focus in which the organization's health centers carry out the mission within the region. They are not only aimed at preventive and curative measures but also dealing within policy issues at the policy category and aiding of the pediatricians to adopt and adapt to ever changing medical issues in a productive way. The mission statement The mission of this health organization is to promote general improved child care and health within the region and the betterment of public health and development. The core values 1. Leadership 2. Excellence 3. Integrity and ethics The vision The vision is to be an essential part in ensuring proper health and development of children in Dallas, Texas. The organization ensures that maximum children are reached by the health centers services and those that need help and treatment. It concentrates a lot on ensuring access of required doctors and services by the public also unites pediatricians and other profession doctors for rendering of services required by the public. Organizational structure According to Josselin and Wallace (2001) an effective organizational structure for a health organization like this is one that clearly defines the responsibilities, roles, and relationships of the various levels of the organ. It also includes supervisory and communication lines among the different organs and this assists the manager to know of the available resources combines of financial, technical and human resources. A most effective mannerism of allocation of these resources within the organization and identification of the lacking aspects within the resource base hence advocate for their availability. Through the various aspects of an organizational structure, the manager is able to allocate tasks, define the information flow within the organ and ensure transparency and accountability in dealing with the achievement of the organizations goals and objectives. All types of organizational structures that may be employed in the running and effective management of various organizations must be indicative of how the organization functions and managed, the mode of information flow and management among the different levels of management and the magnitude of flexibility and responsiveness of the organization to emergent issues such as dealing with an infections outbreak and an overflow of inpatient admission. The organizational structure of this children’s health center constitutes of the board of directors in the highest hierarchy followed by the CEO or manager. Then, there is the director’s level where we have the director for finance and administration, the director for children affairs and the director for community services project. An advisory committee of experts also employed to ensure proper coordination of the activities and situation requirements on the ground operations as depicted by the manager and discussions and decisions reached upon by the board of directors on the same. The board of directors The health centre organization headed and organized by a board of directors. This board is at the highest hierarchy of the running of the health center. According to Edwards and Gaventa (2001) it sets the laws/policies and strategies for the daily running of the organization's health center in line with the set objectives, principles and broader scope of the whole organization. It is also responsible for the setting of the daily and quarterly operational guidelines, work plans and financial budget and policy and program supports for the organs. All the crucial decisions such as ones concerning funding decided and made by the board. It makes the greatest appointments of the various bodies and appoints review panels and support groups. It is through the board that various frameworks for monitoring and evaluating the performance and financial transparency and accountability are periodically and independently carried out. The CEO/manager This acts as the general overseer and implementer of the decisions that made by the board of directors at the ground. It is his responsibility to ensure that the policy, regulatory and management decisions that made by the board are directly proportional to the running situation at the ground level. It is also his responsibility to ensure that eventualities and emergent issues communicated to the board for immediate action but sometimes he makes the decisions concerning minor operational issues and issues of urgency in running operations communicating the same issues and the decisions he has implemented to the board for approval or amendment at a letter time period. The manager is solely responsible to the proper running of the health center and responsiveness to any arising matters in accordance with the aimed at objectives of the organization Josselin and Wallace (2001). The advisory committee This is consistent of a board of professionals in the operational management and service delivery of the health center. It consists of members selected from different required professions by the health center such as operational management consultants and medical consultants. It is available for advisory measures to both the board and the manager on issues concerning the running of the center. They also depict a channel of communication and understanding between decisions made by the board and the actions implemented by the manager. The directors This consists of the three directory positions within the structure. The financial director is responsible for all the issues concerning finances in the organization. This is both the revenue and expenditure sources of the health center. He keeps the record books and is accountable for any expenditure as directed by the board of directors. Through the finances, he enables the coordination of the various activities and services delivery requirements. The director for children project is mainly responsible for the health centers outreach program. This program deals with reaching the community and making them aware of the services offered by the center. This also involves on capacity building initiatives to educate the masses on the various opportunities that the center offers for the proper health and development of their children. As such this creates familiarity among the people making them able to acquire all the services and opportunities offered by the center in line with attaining its set objectives. The director for community services operations is mainly responsible for ensuring that all the services offered to the right people and in the right manner. This entails ensuring that all the community projects and centers are running smoothly and that service providing is constant and at the set standard promised by the organization. He acts as the delegate of the community members in ensuring that their rights well observed in the running of the center services and that the organization provides those services indicated in the service delivery charter in the correct manner. Communication within the structure Informal mode of communication is the main structure used within the organizational structure. It incorporates of both the upward and downward mode of communication. The downward mode of communication is the one used by the top level management bodies to communicate to levels below them. It is used to implement decisions, policies and regulations. The upwards mode of communication acts as the feedback of the downwards mode where the lower management levels communicate the results and outcomes within operations. Organizational culture, monitoring and reforms strategies In line Fisher (1998) following the vision of the medical center, to be an essential part in ensuring proper health and development of children within the region certain norms and cultural believes and practices practiced that are in line with the overall objectives concentrated among the following extremes. 1. Commitment to innovation. Employees within the various levels encouraged to use creativity in their work in trying to perfect services offered and attain the best. 2. Attention to detail. It is an expected norm for people to demonstrate precision in their approach to activities and service delivery. 3. Outcome oriented tasks. The achievement of results and the process of achieving them are both treated with upmost importance. 4. People orientation. The people services offered to are more valuable than the project. Thus, they come first in consideration and importance. 5. Team orientation. All employees expected to work as a team to achieve maximum results attainment. 6. Commitment to cooperation with other similar projects and authorities such as the national health authority in the region. The culture and norms inculcated by the organizations leaders, and members learn an organization’s culture through rituals, stories, material symbols and language. Ensuring that the culture and practices upheld within the specified context is particularly crucial in ensuring that all aimed at outcomes met within the set budgeted time period. According to Fisher (1998) this is achieved thorough the employment of the following three elements combined ensuring it is sustained: 1. The actions of the senior board members should exhibit the cultural norms of conduct. 2. The Selection processes for leaders and leadership criteria should indicate to members what values honored. 3. The Processes of incorporation to set expectations for membership and leadership within the centre and organization. References Edwards, M., & Gaventa, J. 2001. Cultural Fit in the Nonprofit Sector. London: University of Central Lancashire. Fisher, J. 1998. Organizational structures development. West Hartford: Kumarian Press. Josselin, D., & Wallace, W. 2001. Non-State Actors in World development. Houndmills: Palgrave. Appendix Appendix 1 (the organizational structure chart representation (Fisher 1998). Read More