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Like any company, a hospital with medical practitioners operating in a team, can systematically organize their approaches in relating with their patients. In the hospital where I am working, there is yet so much to do to improve the relations of clinical teams and in bridging the healthcare professional’s divide. The hospital also needs to improve its medical facilities, technologies and communication system to achieve integration of its systems. While it can be inferred that the hospital are financially capable of meeting all these needed facilities but an integrated medical services truly require transformational management that can facilitate organizational reforms and improve relations among workers. As practitioners are considered as healthcare team or clinical microsystem teams, thus, they function on their role as to meet the needs of the patient in exchange for values. As such, they work as small staff with shared goal but fundamentally meant to address a patient concerns. They must therefore be group in a more reasonable fashion instead of grouping them rapidly or in an unplanned manner for an emergent purpose. This is however relatively experienced because in other hospitals, those team that are group rapidly consist of expert or highly trained professional doctors, although they rarely work together. These are medical professionals who are needed in critical events as contingency team.
With regard to ‘silos’ status, the hospital where am working has relatively attained that level although not yet completely. True, the hospital has its own pharmacy, laboratory, rehabilitation clinic, ambulatory clinic, maternal delivery and children’s section, but not all of these operate independently from the other. Perhaps, the physicians may have independently hold its office within the hospital as resident physicians; the
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