In case of health care provision, the organizational capacity plays important role. The care system of the Sydney Community Hospital needs to explore their care system therefore; the organizational capacity needs to be developed. The government is allocating resources to develop the facilities and structure of the organization to provide the proper health care to the growing community (Harris et al., 2006).
The mission of the new developed organization is to give proper quality care with the high performing and multidisciplinary teams. The aim of the development is to provide special services including the cancer, cardiovascular, aged care, trauma service and pediatric care to the community.
The essay focuses on the advantages and limitation of existing hospital structure for current health care environment. Another focuses of the essay is the changing health requirements of the community. This assessment identifies the alternative organizational structure for new health care services. This essay indentifies the key lines of the responsibilities and authorities to achieve the goal.
The identification of the advantages and limitations of existing organizational structure for recent health care environment is necessary (Mickan & Boyce, 2006). Moreover, the identification of the new health care needs of the community is necessary. The advantages of the existing organizational structure are stated below.
The existing organizational structure provides general acute medical care, obstetric, surgical and the emergency services to local community. There are 110 beds in the hospitals that are enough for the general care. The existing organizational structure follows the traditional organizational theories that include the classical theory and follow the chain of authority. The organization provides the job security to the employees that refer to the loyalty.
The limitations of existing organizational structure are stated below. The main limitation of the existing organizational structure is that it is not able to handle more patient load and do not provide the special medical care such as pediatric care, cancer and emergency care. The organization does not have the special care provider and does not have the hierarchical structure. The organization has simple level with the two levels such as the centralized authority and operating core. Moreover, the number of the health care providers is less and cannot meet the current needs of the population.
The organization needs to develop their organizational structure to meet the special needs do the patients. In recent days, the population is increasing day by day as well as the need of special care. However, Sydney Community Hospital is the maintenance organization. Therefore, the organization needs to develop their organizational. To develop the organizational structure, the staffs need motivation and proper training to gain more knowledge and able to meet the needs of the patients (Westphal, 2005). The organization needs to know the health care requirements of people and make strategic plans to develop the cultural and environmental factors of the organization.
To modify the existing organizational structure of the Sydney Community Hospital, it is necessary to know about the features of the alternative organizational structure that suits the need health care needs of the population. The alternative organizational structure includes the matrix model and organizational structure (Sullivan, 2013). The basis of the matrix model is concept of the multiple commands. This model helps to organize and coordinate the complex processes. In this system, different hierarchies can provide various opinions such as the physiologist; oncologist may not be agreed to a common decision. In the development of the organizational structure, stakeholder involvement is necessary.
The characteristics of the new organizational structure needs to involve some points that are proper skilled communication, clear rules and regulations, collaboration in the working teams, effective decision making, authentic leadership and meaningful recognition (Scott et al., 2003). To develop the work culture, team collaboration is necessary. The organization needs to develop their rules and policies for the redevelopment of the organizational structure. The organizational authority needs to provide efforts to improve the quality of the health care. The organizational authority needs to focus on the individual departments of hospitals, which are not performing well.
The new vision statement and strategic goal of the organization is that they need to provide the highest quality care to the patients and make a strong partnership with the community and the health care providers (Grol et al., 2013). The new organizational structure will help to develop the communication skills with the patients, care providers and other important staffs in the organization. The new policies will help the staffs of the hospital to follow the new organizational structure.
The identification of the key lines of the authority and responsibility to achieve the organizational goals in the new structure is necessary. The authority has the rights to direct the activity. The responsibilities of the health care workers develop with the organizational structure (Gaba, 2007). In the previous organizational structure, the caregivers only provided the general nursing care whereas in the developed organizational structure, the caregivers need to provide the special cares. Therefore, the responsibilities of the caregivers increase with the development of the organization. The new structure will help to develop the managerial decisions better than before.
The new structure provides various benefits to the Sydney Community Hospital. This will help to develop the communication and the chain of command. The new organizational structure will help to use the new resources efficiently. The communication level should be beneficial for the all management level. However, Sullivan (2013) mentioned that the new organizational structure should be careful about the rights of individual that will be beneficial for both the customers and service providers. The old organizational structure cannot help in the proper decision making whereas the new organizational structure help in proper decision-making.
The organization may need to change their geographical structure to improve the service quality. The simple and flat structure of the organization is not able to meet the new health requirements of the patients, who are suffering from the critical health issues like cancer, diabetes and other chronic health hazards. Moreover, the new structure helps to improve the health policies of the company. Moreover, the health organization may need to hire new health care providers to meet the requirements of the patients. The new structure will provide opportunities to health care managers of the organization to choose the efficient health care providers and nurses.
The advantages of the developed organizational structure are discussed. Raghupathi and Raghupathi (2014) opined that organizational development can work with the health care employees individually or in group to make a strong interpersonal relationship in between the team members. I case of organizational development, the team member working plays important role. It will help to reduce the employee turnover rate and improve the employee and employer relationship. If the interpersonal skills develop then it will help to provide better health care opportunities to the population. The new organizational structure will help the employees to understand the needs of the population in better way. Moreover, the communication skills developed that helps in the growth of the health care organization. Another advantage of the new organizational structure is that it can help to build a strong network with other health care organization and community (Omachonu & Einspruch, 2010). This will help to increase the reputation of the health care organization.
However, the new organizational structure has various challenges. The main challenge is the administrative challenge. The new organizational structure helps the administrative department to maintain the communication with the employees and staffs properly to meet the organizational needs. Moreover, the administrative department has other responsibilities also. They need to look after about the corporate structure, workplace diversity, work group formation and managing the issues and challenges (Berwick, Nolan & Whittington, 2008). The administrative may face challenges to handle such responsibilities. Moreover, new organizational structure development may be very time consuming as it has various steps to follow. The Sydney Community Hospital has to survive to face the challenges and fulfill the requirements of the organization. However, they need to improve their organizational structure to adopt the new health care system for the wellbeing of the population. This will provide better lifestyle to the community.
Based on the above discussion, it can be said that care system of the Sydney Community Hospital needs to explore to meet the needs of the population. The existing organizational structure provides general acute medical care, obstetric, surgical and the emergency services to local community. The organization does not have the special care provider and does not have the hierarchical structure. The organization needs to develop their rules and policies for the redevelopment of the organizational structure. The alternative organizational structure includes the matrix model and organizational structure. The basis of the matrix model is concept of the multiple commands. The new policies will help the staffs of the hospital to follow the new organizational structure. The authority has the rights to direct the activity. The responsibilities of the health care workers develop with the organizational structure. The responsibilities of the caregivers increase with the development of the organization.
References
Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The triple aim: care, health, and cost. Health affairs, 27(3), 759-769.
Gaba, D. M. (2007). The future vision of simulation in healthcare. Simulation in Healthcare, 2(2), 126-135.
Grol, R., Wensing, M., Eccles, M., & Davis, D. (Eds.). (2013). Improving patient care: the implementation of change in health care. John Wiley & Sons.
Harris, M. G., Courtney, M., Montgomery, J., & Nash, R. (2006). Strategy and organizational design in health care. In M. G. Harris (Ed.), Managing health services: Concepts and practice (2nd ed., pp. 270-280). Marrickville, N.S.W.: Elsevier, Australia.
Marquis, B. L., & Huston, C. J. (2015).Organizational structure. In Marquis B.L. Huston C.J. (Ed.), Leadership roles and management functions in nursing: Theory and application (8th ed., pp. 260-283). Philadelphia: Wolters Kluwer Health.
Mickan, S. M., & Boyce, R. A. (2006). Organizational change and adaptation in health care. In M. G. Harris (Ed.), Managing health services: Concepts and practice (2nd ed., pp. 67-78). Marrickville, N.S.W.: Elsevier, Australia.
Omachonu, V. K., & Einspruch, N. G. (2010). Innovation in healthcare delivery systems: a conceptual framework. The Innovation Journal: The Public Sector Innovation Journal, 15(1), 1-20.
Raghupathi, W., & Raghupathi, V. (2014). Big data analytics in healthcare: promise and potential. Health Information Science and Systems, 2(1), 3.
Scott, T., Mannion, R., Dawies, H. T. O., & Marshall, M. N. (2003).Implementing culture change in health care: Theory and practice. International Journal of Quality Health Care, 15(2), 111-118. doi: https://doi.org/10.1093/intqhc/mzg021
Sullivan, E. J. (2013). Designing organizations.Effective leadership and management in nursing (8th ed., pp. 11-28). Upper Saddle River, New Jersey: Pearson education.
Sullivan, E. J. (2013). Motivating and developing others. In E. J. Sullivan, & G. Garland (Eds.), Practical leadership and management in healthcare: For nurses and allied health professionals (2nd ed., pp. 134-153). Harlow, United Kingdom: Pearson Education.
Westphal, J. A. (2005). Resilient organizations: Matrix model and service line management. The Journal of Nursing Administration, 35(9), 414-419.
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