Article 1
ECG management consultants. (2007). The Strategic Imperative of Adapting the Hospital’s Management Structure. Insight, 1-6. http://www.healthleadersmedia.com/content/86219.pdf
a)
The author points out that many hospitals are struggling with how to execute strategic plans effectively in their organizational structure. These institutions lack efficient decision-making processes, accountability for the performance of key strategies and the recognition of the importance of hospital strategies to propel them to new business. The key challenge in provider-based organizations is their inability to focus their strategies on the provision of high-quality patient care services. Hospitals should stop focusing on performance-driven traditional strategies and instead align their strategies to focus on a service line.
To ensure that such procedures are executed efficiently, it is important that their organizational structures are informed by the care service strategy. The organizational structure should ensure that the strategy is encompassed in their strategic plan, organizational control structure, management responsibilities and physician leadership. In today’s world, patients are seeking more care on their heart conditions, cancer or other illnesses or injuries rather than on traditional hospital departments such as nursing, physical therapy or radiology. By focusing on patient care functions along these service lines, hospitals can optimize performance. The organizational structure should also be streamlined to support key strategies. Laying a strong foundation for the organization structure is important to ensure that key strategies are executed effectively. The control structure should also be flexible enough to adapt to shifts in strategy. Introducing changes such as a focus on traditional performance-driven strategies to a service line is sometimes stalled due to a rigid management structure. It is important to have a flexible control structure to facilitate decision-making processes that are most times challenged by poor leadership structures.
b)
Given the opportunity, I would correct an inefficient hospital strategy by reorganizing the organizational structure to focus entirely on key strategies of a service line. Clinical services, planning, marketing and public affairs are some of the new elements that I would to traditional organizational structures in hospitals. This way, any shifts in strategies can easily be adapted due to a flexible control structure. At the same time, as a leader, I would focus on building value around my employees by assigning them responsibilities based on the right service lines. This will ensure that they remain accountable for their performance and use of resources along with their service lines. A good management structure is also necessary to maintain a good relationship between the business strategy and the performance of my employees.
Article 2
Perera, F. D. P. R., & Peiró, M. (2012). Strategic Planning in Healthcare Organizations. Revista Española de Cardiología (English Edition), 65(8), 749-754.
Strategic planning as defined by Perera is a systematic process where an organization outlines the manner in which it plans to progress from its current situation to the desired state in future through a written document. The strategic plan is used to guide decision making by the organization in all its activities and structures in a definitive way. A strategic plan is essential for healthcare organizations as it helps to conduct simulations for the future. A strategic plan is expected to reveal any future threats and opportunities that may be acted upon in the present. The plan also provides a decision-making criteria for day-to-day decisions for a period which facilitates managerial decision making. The strategic planning process brings together the participation and commitment of the entire healthcare organization in achieving planned goals. Eventually, a good strategic plan puts the organization in the good light in its public image.
However, for some organizations, the need for the development of a strategic plan may not be favorable due to certain prevailing conditions. For instance, the whole process is expensive regarding consuming long periods of valuable time and resources for the organization. If the development of a strategic plan imposes large expenses on, the group then it probably shouldn’t be explored. Also, if the strategic plan is too complex and burdensome, the management should not go ahead with it. This is because it will incur future problems and make it irrelevant. The projected outcomes of the strategic plan should be used to determine whether it should be implemented or not.
Article 4
Mitchell, P., Wynia, M., Golden, R., McNellis, B., Okun, S., Webb, C. E., & Von Kohorn, I. (2012). Core principles & values of effective team-based health care. Washington, DC: Institute of Medicine.
A “team”, in a corporate environment, usually refers to members of a group who come together to achieve set objectives for the organization. Team-based care is used in healthcare organizations to conduct operations based on individual teams in various departments. As suggested by the author, team-based care is used to bring together the collaborative efforts through various contributions by teams to achieve goals in the care process. As the manager of a ten-person team in the Physical Therapy Department in a hospital, I would apply team-based care principles to set the foundation for team-based care implementation.
It is important for my team to realize that we have a shared goal of providing quality physical therapy services to our patients. Our main priority is the patients in need of physical therapy, and the team should work to support the care of these patients. I will also give clear roles and my expectations of each of the team member’s contribution to the team. Through this, I will ensure that each member of the team remains accountable for the entire success of the team. This will optimize the efficiency of the team through the division of labor. I will also work to develop mutual trust among the team members. Each team member will work to earn each other’s trust and facilitate great dependability on achieving shared success. Effective communication will also be a key principle that I will develop among team members. By developing their interpersonal communication skills, information will be easily passed across the department in a smooth way. The final key principle would be to ensure measurable processes and outcomes are involved. The team should be able to provide timely feedback on successes and failures to implement proper functions of the team. Through this, the team performance can be tracked and improved over time.
References
ECG management consultants. (2007). The Strategic Imperative of Adapting the Hospital’s Management Structure. Insight, 1-6. http://www.healthleadersmedia.com/content/86219.pdf
Mitchell, P., Wynia, M., Golden, R., McNellis, B., Okun, S., Webb, C. E., & Von Kohorn, I. (2012). Core principles & values of effective team-based health care. Washington, DC: Institute of Medicine.
Perera, F. D. P. R., & Peiró, M. (2012). Strategic Planning in Healthcare Organizations. Revista Española de Cardiología (English Edition), 65(8), 749-754.
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