Successful medical organizations have as their guiding principles a professionally stated purpose which encompasses and details their mission statement, vision statement, values statement, and broad strategic goals. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based upon fulfilling the purpose of these statements. Additionally, these statements must encompass the various aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) purport, “ Any organization planning as though it exists in a vacuum is ignoring factors critical for its survival” (p. 16). Without these guiding principles to serve as a direction for the organization and the employees’ dedication to fulfilling these goals, the organization will encounter multiple problems and face eventual failure. An analysis of the problems and the related literature, conflicts resulting from differentiation and task relationships, and the operational plan of Hospital Z give insight into the complexities of this organization.
One of the problems plaguing Hospital Z is the organizational culture, which, according to Robbins and Judge (2013) includes the common characteristics of (1) innovation and risk taking, which allows members of the organization the freedom to exercise their creativity even if it is different from the norm and may involve risk; (2) attention to detail, which requires employees to be precise regarding all aspects of their work; (3) outcome orientation¸ which expects employees to focus their work on the expected goals or outcomes which should direct the end result rather than the process; (4) people orientation, which takes into consideratio...
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Parker, S., Johnson, A., Collins, C., & Nguyen, H. (2013). Making the most of structural support: moderating influence of employees' clarity and negative affect. Academy of management journal, 56(3), 867-892. doi: 10.58465/amj.2010.0927
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Robbins, S. P., & Judge, T. A. (2013). Organizational behavior (15th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.
Sidle, S. (2010). Counterproductive work behavior: Can it sometimes be good to be bad? Academy of Management Perspectives, 24(3), 101-103. doi: 10.5465/AMP.2010.52842956Unknown (2006).
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Hardwiring Excellence gives a general map for creating a culture focused on service, leadership, accountability, and employee and patient satisfaction. While Studer provides firm foundations and ideas, at points the reader is left wanting more in-depth explanation. Overall, Studer’s text emphasizes strategies to capitalize on a hospital’s most positive aspects, and how to motivate employees to use these strategies.
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
The government controls and regulates healthcare somewhat because healthcare organizations are in a position to take advantage of the elderly and sick so there are regulations that protects them. It seems as though healthcare facilities are being paid less for their services today. Some critical measures for the survival of a healthcare organization are to optimize performance and quality. Finding system-wide efficiencies and cost reduction healthcare will help. In order to get better and keep high quality and performance while still raising reimbursements, it is necessary and important to involve doctors with the ideas and plans for any management strategies.
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
The current health care system can be difficult to navigate and often medical centers need management tools to help them develop strategic plans within their organizations. The SWOT-Analysis is one strategic tool that health care centers can use to formulate a roadmap for their organizations. The SWOT-Analysis examines internal capabilities (strengths and weaknesses) and external developments (opportunities and threats) when determining a strategic plan for an organization (Van Wijngaarden, Scholten, & Van Wijk, 2012). Van Wijngaarden et al. (2012) explains for SWOT-Analysis to prove meaningful throughout an organization, it is important for stakeholders to be part of the brainstorming to identify its’ internal capabilities and external developments. However, there are a few drawbacks to the using the SWOT-analysis tool that are important for health care centers to remain cognizant of when developing their strategic blueprints. Helms and Nixon (2010) state the SWOT-Analysis can be vague and too simplistic when developing a strategic course for an organization; it can be difficult to classify variables into the four SWOT quadrants; and no definite strategic path is identified after the SWOT-analysis is completed. For these reasons, they explain it can be helpful to use additional analysis tools in addition to the SWOT-analysis. One such tool the U.S. Army Medical System uses is the balanced-score card. The balanced-score card can assist health care centers in the clarification of their strategic objectives and goals, and facilitates communication throughout the organization (Chan, 2006). Chan (2006) also reveals balanced-score cards allow for constructive employee feedback l...
Hino, R. (2013, September 25). Hospital Strategic Plans Must Go Beyond the Status Quo. Retrieved from http://www.hospitalimpact.org/index.php/2013/09/25/p4358
An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed.
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...opment is a good way to define the upcoming changes for a company from within. The first goal will pertain to the efforts of expanding the culture from inside Mayo Clinic, due to the high number of diversity seen, culture is a key goal that should integrated into play. The second goal will be used in organizational development in terms of teamwork. By the 1940s, behavioral scientists in the United States already were recognizing the value of teamwork according to Wesner (2010). “Teamwork and teambuilding are considered effective ways to improve organizational performance and development” (Wesner, 2010, p. 42). Finally the third goal is to help promote the medical school that is here located at Mayo Clinic. Since there is a threat of losing the expertise that is currently offered the organizational development and strategically planning should be driven by this fear.
A strategic plan is a tool that delivers guidance in achieving a mission or goal with maximum proficiency and control for an organization. Strategic planning is used to transform and revitalize organizations. The plan helps provide an inclusive understanding of opportunities and challenges both internally and externally for the organization. The plan delivers an assessment of the strengths and limitations that are realistic within the company. A well-developed strategic plan will offer a comprehensive approach and empowerment for the stakeholders involved. It is an opportunity for learning and understanding priorities that will drive the business to succeed. Jones (2010), describes how in health care organizations, strategic plans characteristically concentrate on operational and organizational goals such as when to obtain new technology, how to meet competitive challenges, and what staffing, tools, or facilities are needed to ensure organizational survival. The mission and value statements are significant in determining the quality of a strategic initiative. Forcing the organization to look toward the future creates proactive objectives in which both short-term and long-terms plans and goals are necessary in order to succeed.
Robinson, S. L., & Bennett, R. J. (1995). “A typology of deviant workplace behaviors: A
Staff behaviors control the performance and capabilities of an organization. Most workers display productive or counterproductive productive behaviors that have effect on workers, clients, and programs. The ability to control these behaviors is a necessary part of delivering exceptional services. Many workers automatically adopt behaviors that fit in with the best interest of the organization. Although these behaviors are common, some employees fail to follow order and create havoc for others around them. Productive behavior allows workers to perform daily functions whereas counterproductive behaviors develop issues that are costly. Good behavior contributes to goals and objectives set by the organization (Britt & Jex, 2008).
With regard to the healthcare organization, it is essential to develop strategic plan and a clear vision so that the patient focused care will be at par with the organization process that is conducted on operational and on a daily basis.
For an organization to have inappropriate behaviors inside its body, is not unusual to be unsuccessful organization. Not only does this apply to organizations, but it also applies to every part of life that involves around behavior. In addition, it is acknowledged that organizational behavior is the field of studying human behaviors in an organization. I study this class with a complete attention to learning the resources so I can first understand, recognize, and work with different circumstances.
“The culture of the healthcare workplace is influential in delivering care that is person-centered, clinically effective and continually improving in response to a changing context”. (Manley, Sanders, Cardiff, & Webster 2011, p.1). Furthermore, the culture of care created the infrastructure that sustain the dynamic of Evidence Based Practice leading to higher quality of service. The values and norms of an organization is an example of the commitment among the practice and behaviors of those who represent the organization. Certainly, the culture of care fall in the context of culture of innovation however, the culture of care is in a constantly moving dynamic so factors that allow the implementation of creativity, adaptation, refinement, improvement