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Performance management and organisational change
Change implementation in healthcare organizations essay
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For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.
Core and Peripheral Changes with Regard to Hospital Re-organization
Found in the organizational structure and studied in hospital re-organization is the core and periphery both are varied systems that relate to the identity of the hospital and it’s ability to obtain resources (Lee & Alexander, 1999). Core changes relate to the mission and strategy such as ownership or type of service delivered. Peripheral changes on the other hand are not as clear-cut and some examples are changes in upper level management, restructuring and downsizing, and internal changes that do not affect the organizations identity.
Hospital Sustainability and Peripheral Changes
Organizational changes in any setting whether they are in the core or on the periphery must be planned and communicated prior to implementation. However in many cases the core changes which are larger in scale seem to have a much better change process than the peripheral changes used by Lee & Alexander (1999). Lee & Alexander (1999) point out three limitations within their study that may have influenced the outcomes: causal implications not of the findings were used vice definitive answers, the organizational changes used were not comprehensive, and the organizational change was the var...
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... Transformation or change: some prescriptions for health care organizations. Managing Service Quality, 10(5), 279-298. Retrieved February 1, 2011, from ABI/INFORM Global. (Document ID: 86065262).
Coddington, D.C., Fischer, E. A. & Moore, K. D. (2000). Characteristics of successful health care systems. Health Forum Journal, 43(6), 40-45. Retrieved February 1, 2011, from ABI/INFORM Global. (Document ID: 64766932).
Lee, S.Y. & Alexander, J.A. (1999). Managing hospitals in turbulent times: do organizational changes improve hospital survival? Health Services Research, 34(4), 923–946. Retrieved January 17, 2011, from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1089049/
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WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
This paper’s brief intent is to identify the policies and procedures currently being developed at Midwest Hospital. It identifies how the company’s Management Committee was formed and how they problem solved and delegated responsibilities. This paper recognizes the hospital’s greatest attributes and their weakest link. Midwest Hospital hired Dr. Herb Davis to help facilitate the development and implementation of resolutions for each issue.
Hospital Corporation of America (HCA). Staff Analysis Statement of Problem HCA, after following a conservative financial policy since its establishment, has entered the new decade preparing to make some changes in order to realign their financial strategy and capital structure. Since its establishment, HCA has often been used as a measure for the entire proprietary hospital industry. Is it now time for the market to realign their expectations for the industry as a whole? HCA has target goals that need to be met in order to accomplish milestones in the future.
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.
Chapter two focuses on the three different hospitals and their different programs. Dr. Kellogg explains why she choose these three hospitals. Each hospital has many factors in common like they all had a high reputation, they possessed similar demographic, they had similar size, and how each had little external pressures to reform. They also similar programs for intern residents and top manager interests. She believes micro-level approach is more important than the macro-level explanation because the macro-level explanation fails to support why Advent adapt the reform. Dr. Kellogg also give defenses against the possible criticisms that her research ad gives the merits of her qualitative ethnographic. Next, we look into the defenders.
This case study will look at the connections and the factors that surrounded the organizational transformation within NYC Medicaid program. I’ll be using the Nadler-Tushman Congruence Model to outline and evaluate the changes the program implemented to improve its strategic processes. Today’s business market and the fiscal constraints our nation is undergoing have placed hyper-competitive demands on organizations throughout the US. Additional demands have forced organizational leaders to incorporate change from a higher strategic level down to the operational tasks. Most organizations are becoming extremely lean in their operational strategies and as a result have reduced costs and its work force.
Walston, S. L., & Chou, A. F. (2006). Healthcare restructuring and hierarchical alignment: Why do staff and managers perceive change outcomes differently? Medical Care, 44(9), 879-889.doi:http://dx.doi.org/10.1097/01.mlr.0000220692.39762.bf
Nowadays, organizational change has a serious implication for the survival of an organization (Furst & Cable, 2008). Change is critical, necessary, and has becomes a key factor to win the game.
Leaders of any health care organization who strive to be successful must have an understanding of its external environment in which they operate. Leaders must be able to anticipate and respond to significant changes happening within the organization and be able to incorporate strategic thinking and strategic plans for the organization. Ginter (2013) states that organizations that fail to anticipate change, ignore external forces, or resist change will find themselves out of touch with the needs of the market, resulting in antiquated technologies, ineffective delivery systems, and outmoded management (p. 36). Understanding issues happening within the external environment is what makes up strategic thinking and strategic planning in the external environment analysis to determine the implications of those issues in the organization. Ginter (2013) implies organizations and individuals create change, therefore, health
Competitive advantage matters greatly to those responsible for the management of healthcare institutions. Together with rapidly escalating healthcare costs, increasingly complex medical technologies, and growing regulatory and legal pressures, healthcare organizations face a critical need to improve the quality of care at reduced costs (Cu...
This change created complexity and paralysed the hospital, at a time when being nimble would have been an advantage. The merger and the clinical integration contributed to make the situation chaotic. d) Lower reimbursement: Following a new political environment, hospitals reimbursements decreased in real and something in nominal
Organizational change is one of the most difficult strategies to implement. Organizational change is in view to organization broad change, as opposed to smaller changes such as adding a new person or adapting a new program. An example of organizational change might include a change in operation, restructuring operations, teams, layoffs, new technologies, collaborations, rightsizing, or even new programs Some specialists submit to organizational alterations. Frequently this phrase authorizes an essential and thorough reorientation in the way the organization operates. According to the textbook organizational change is “introducing a new enterprise resource planning system in order to coordinate and standardize internal processes is an organizational change” (Spector B). Successful change must involve top management, including the board and chief executive. To sustain change, the structures of the organization itself should be modified, including strategic plans, policies and procedures. Throughout this paper, many components will be discussed about the changes made within the Ford Motor organization.
To maintain a particular balance a health organization may decide to make adjustments by choosing a passive form of cost-cutting by closing a particular hospital unit that is not as successful as other patient care sectors. An article tells us,” To maintain its equilibrium, an organization must adapt to changing inputs” (Davidow &Malone, 1993). An organization may adjust or adapt to changing inputs more actively by anticipating them. For example, if the census is low on a geriatric unit that holds elderly patients waiting for nursing home facilities, than administration may choose to close those units and concentrate on providing quality in the remaining services.
The current dynamic healthcare environment is undergoing a tough competition due to various factors such as the cost, quality care, production, efficiency, and safety care. So, the healthcare system requires a significant change to implement strategic management in all its sectors. Additionally, it is important to formulate appropriate tools to execute these strategic plans effectively, and one such great tool is strategic alternatives. Since, one-size-fits all analogy cannot be applied to every single healthcare organization, so it is very important to closely evaluate the healthcare environment, and then select a suitable alternative strategy. In addition, it is unlikely that a single strategy will suffice for an organization so for the success
Ever since the Affordable Care Act went into effect, the healthcare industry has experienced an increase in hospital mergers throughout the country. Even though Affordable Care Act has made it easier for many Americans to have access to preventing medicine and despite many efforts, the system remains in a complete state of disarray. Patient care has not improved in the industry. Nevertheless, hospital administrators argue that mergers are going to benefit their patients by reducing cost, provide better services and help them to achieve their desired outcome with the minimum use of resources and efforts. On the other hand, experts believe that hospital mergers will influence the healthcare market by causing medical costs to inflate.