Discuss about the Building Organizational Capacity in Healthcare.
The bureaucratic structure at the Sydney Community Hospital (SCH) is the greatest impediment towards the realization of specialized healthcare among the ever increasing number of patients in the community. The advantages of the system include establishment of particular task and roles within the departments aimed at providing positive health experience. The current structure of the hospital fails to accommodate efficiency and effectiveness regarding the flow of the information required in medical and health facilities. One of the disadvantages of this kind of management structure is that it does not facilitate the efficient and effective provision of quality health care services in the hospital (Casey, Payne, & Eime, 2012). One important characteristic of the system is the availability of numerical management layers. The numerous layers of management make it tough for the effective and efficient decision-making. In a hospital setting, systems that allow quick flow and effective decision-making need to be integrated into the management structure (Davis et al., 2011). Bureaucratic form of management creates a chain of command through which the information flows. Each department works under the specific rules and guidelines from the top management. The top directors are involved in establishing policy, and they pass them to the managers for implementation (Edwards, Stickney, Milat, Campbell, & Thackway, 2016). The traditional structure at the Sydney Community Hospital lacks the needed efficiency and flexibility regarding management and decision-making. Apparently, the current system requires multidisciplinary teams capable of performing quality, wide range of services. As dictated by the bureaucracy, each department in the hospital carried out a specific task.
The population in the area has increased for the last five years. The government augments the budget of this facility to encourage the establishment of a structure that can accommodate specialized care. The fewer departments in the current structures fail to accommodate patients with special needs such as cancer patients. The population of the children in the community has increased. The current structure lacks well-established pediatrics departments to cater for the needs of the children in the area.
The mission of the new organization structure that needs to be put in place is to facilitate the provision of high-quality specialized care in partnership with the patients, healthcare professionals as well other stakeholders in the hospital. This can be achieved through establishing a new system that allows the needed flexibility and specialization regarding the provision of the quality care (Fuller et al., 2015). The current bureaucratic system needs to be abolished. The cross-functional team needs to be established across the organization. The organizational team will facilitate the improvement of the clinical outcome required in the Sydney Community Hospital (SCH) (Golenko, Pager, & Holden, 2012). The cross-functional team will facilitate the removal or organizational or communication barriers that may exist between healthcare professionals (Hanney & González-Block, 2016). The traditional system didn’t provide healthcare professionals with the mandate and responsibility of making major decisions. Everything had to follow a particular chain of command. In this new system, the cross-functional teams will have the responsibility of making the needed decisions to ensure the effective and efficient provision of specialized medical and healthcare services to the patient (Judd & Keleher, 2013). The team will have the ability to priories what is needed within each functional department. Additionally, the teams will be composed of healthcare professionals and medical professionals with specialized training in each and every department(Stephens et al., 2017). For example, the cross-functional team in pediatric departments will be composed of pediatric doctors and nurses as well as managers in charge of the management of the health welfare of the children. In addition to that, the new supportive system of management constitutes a cross-functional team will facilitate the provision of the needed leadership at all levels of management for goals achievements and effective services delivery.
The diagram above shows the recommended health care structure for SCH.
The new organization structure will facilitate the implementation and passing of the information among the healthcare professionals. The hospitals will establish a wing with four extra departments
Nursing home for senior citizens with chronic illness such as diabetes (Kong, Fang, & Lou, 2017).
The key authority lines of authority
The current bureaucratic system involved the following patterns or chain of command
The limitation of these systems as mentioned in the first part makes it difficult to provide quality medical and healthcare services in the hospital. The decision must pass through a specific chain of command. This hinders effective and efficient quality services to the patients. Additionally, the older system does not accommodate the flexibility required regarding healthcare delivery in the hospital.
The Advantage and the Limitation of the New Organization Structure
The suggested organizational structure in part two above is an example of a supportive structure in which cross-functional teams are involved in the implementation of the procedures and processes within the organization. At any given organization, cross-functional teams carry out complex tasks that cannot be accomplished by a single entity (Green, Bell, & Mays, 2017). The members of such team come from different departments with different skills. What makes cross-functional teams successful is the elements of diversified experience working together to complete a given task (Mills, Rosenberg, & McInerney, 2014). In SCH the cross-functional teams as described above will facilitate the implementation of daily activities within the hospital. The teams will also ensure that quality and affordable care is provided to the patients in an effective and efficient manner. Each team will carry out specific roles and duties. The teams will also be involved in carry out major decision to provide highest quality care to the patients. The cross-functional team will facilitate the overcoming of the barriers hindering the provision of quality care in the hospital (Hanney & González-Block, 2016). Additionally, it will enable the transition from the bureaucratic system of organization. The cross-functional teams are important in healthcare because they allow provision of needed flexibility regarding decision making in the hospital.
Limitation of the cross-functional team is that; they originate from different areas, it may take time for them to develop the needed chemistry. Proper association and interaction among employee are very crucial (Judd & Keleher, 2013). It aids in the provision of quality services. Apparently, cross-functional teams may be faced with communication barriers as a result of different specialization (Chan, Bowers, & Barton-Burke, 2017).. The interaction may also be hindered because of the lack of needed hierarchy. Doctors and nurses are required to work together as a team. This may affect the operation because the doctors may feel as if this is undermining the authorities they have over nurses.
References
Casey, M. M., Payne, W. R., & Eime, R. M. (2012). Organisational readiness and capacity building strategies of sporting organisations to promote health. Sport Management Review, 15(1), 109-124. doi:10.1016/j.smr.2011.01.001
Chan, R. J., Bowers, A., & Barton-Burke, M. (2017). Organizational strategies for building capacity in evidence-based oncology nursing practice. Nursing Clinics of North America, 52(1), 149-158. doi:10.1016/j.cnur.2016.10.001
Davis, E., Williamson, L., Mackinnon, A., Cook, K., Waters, E., Herrman, H., Marshall, B. (2011). Building the capacity of family day care educators to promote children’s social and emotional wellbeing: an exploratory cluster randomised controlled trial. BMC Public Health, 11(1). doi:10.1186/1471-2458-11-842
Edwards, B., Stickney, B., Milat, A., Campbell, D., & Thackway, S. (2016). Building research and evaluation capacity in population health: the NSW Health approach. Health Promotion Journal of Australia, 27(3), 264. doi:10.1071/he16045
Fuller, J., Koehne, K., Verrall, C. C., Szabo, N., Bollen, C., & Parker, S. (2015). Building chronic disease management capacity in General Practice: The South Australian GP Plus Practice Nurse Initiative. Collegian, 22(2), 191-197. doi:10.1016/j.colegn.2014.02.002
Golenko, X., Pager, S., & Holden, L. (2012). A thematic analysis of the role of the organisation in building allied health research capacity: a senior managers’ perspective. BMC Health Services Research, 12(1). doi:10.1186/1472-6963-12-276
Green, S. A., Bell, D., & Mays, N. (2017). Identification of factors that support successful implementation of care bundles in the acute medical setting: a qualitative study. BMC Health Services Research, 17(1). doi:10.1186/s12913-017-2070-1
Hanney, S. R., & González-Block, M. A. (2016). Building health research systems: WHO is generating global perspectives, and who’s celebrating national successes? Health Research Policy and Systems, 14(1). doi:10.1186/s12961-016-0160-x
Judd, J., & Keleher, H. (2013). Building health promotion capacity in a primary health care workforce in the Northern Territory: some lessons from practice. Health Promotion Journal of Australia, 24(3), 163. doi:10.1071/he13082
Kong, S., Fang, C. M., & Lou, V. W. (2017). Organizational capacities for ‘residential care homes for the elderly’ to provide culturally appropriate end-of-life care for Chinese elders and their families. Journal of Aging Studies, 40, 1-7. doi:10.1016/j.jaging.2016.12.001
Mills, J., Rosenberg, J. P., & McInerney, F. (2014). Building community capacity for end of life: an investigation of community capacity and its implications for health-promoting palliative care in the Australian Capital Territory. Critical Public Health, 25(2), 218-230. doi:10.1080/09581596.2014.945396
Organisational Capacity Building in Health Systems. (2012). doi:10.4324/9780203097823
Stephens, T., De Silva, A. P., Beane, A., Welch, J., Sigera, C., De Alwis, S., Haniffa, R. (2017). capacity building for critical care training delivery: development and evaluation of the network for improving critical care skills training (nicst) programme in Sri Lanka. Intensive and Critical Care Nursing, 39, 28-36. doi:10.1016/j.iccn.2016.08.008
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