Design Your Own Health Care Organization
Design Your Own Healthcare Organization
The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008). I have been given the opportunity to create a new healthcare facility, and I have chosen to create a chronic non-cancer pain management clinic. This clinic will provide comprehensive chronic pain assessment and individualized treatment plans using a multidisciplinary team of healthcare providers. The rationale for choosing this clinic and its design is multifactorial, and includes the following.
1. Current lack of accessible care for this condition that affects approximately one in five people worldwide. A Canadian Pain Society Study (2012) found that chronic pain afflicts seventeen to thirty five percent of Canadians.
2. Lack of diagnosis or misdiagnosis for patients with chronic pain.
3. Management of chronic pain poorly taught among medical and nursing schools.
4. Significant associated morbidity and mortality with economic costs to society equivalent to heart disease or stroke (Canadian Pain Society, 2012).
5. Complicated medical problem with large physical, financial, and emotional components requiring expertise from different healthcare providers.
Currently in the province of Prince Edward Island there is a single, government funded pain facility run by an elderly family physician looking to retire. There is a significant wait list, only a small number of patients are seen daily, and ongoing follow-up of
The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008). I have been given the opportunity to create a new healthcare facility, and I have chosen to create a chronic non-cancer pain management clinic. This clinic will provide comprehensive chronic pain assessment and individualized treatment plans using a multidisciplinary team of healthcare providers. The rationale for choosing this clinic and its design is multifactorial, and includes the following.
1. Current lack of accessible care for this condition that affects approximately one in five people worldwide. A Canadian Pain Society Study (2012) found that chronic pain afflicts seventeen to thirty five percent of Canadians.
2. Lack of diagnosis or misdiagnosis for patients with chronic pain.
3. Management of chronic pain poorly taught among medical and nursing schools.
4. Significant associated morbidity and mortality with economic costs to society equivalent to heart disease or stroke (Canadian Pain Society, 2012).
5. Complicated medical problem with large physical, financial, and emotional components requiring expertise from different healthcare providers.
Currently in the province of Prince Edward Island there is a single, government funded pain facility run by an elderly family physician looking to retire. There is a significant wait list, only a small number of patients are seen daily, and ongoing follow-up of
References: Anderson, L. (2012). Nurse leadership versus management. Retrieved from http://www.nursetogether.com/career/career-article/itemid/1138.aspx Canadian Pain Society (2012). Canadian Pain Fact Sheet. Retrieved from http://www.canadianpainsociety.ca/pdf/pain/pain_fact_sheet_en.pdf Glickman, S., Baggett, K., Krubert, C., Peterson. E., & Schulman, K. (2007). Promoting quality: the health-care organization from a management perspective. International Journal for Quality in Health Care. 19 (6), 341-348. doi: 10.1093/intqhc/mzm047 Grant, R. & Finnocchio, L. (1995). Interdisciplinary collaborative teams in primary care: a model curriculum and resource guide. California Primary Care Consortium Subcommittee on Interdisciplinary Collaboration. San Francisco, CA: Pew Health Professions Commission. Hawks, H. (1992).Empowerment in nursing education: Concept analysis and application to philosophy, learning and instruction. Journal of Advanced Nursing. 17 (5), 609-618. Kanter, R. (1993). Staff nurse work empowerment and perceived autonomy: Testing Kanter’s theory of structural power in organizations. Journal of Nursing Administration. 25 (9), 42-50. Kelly, P., & Crawford, H. (2008). Nursing leadership and management: First Canadian edition. Toronto, ON: Nelson. Mickan, S. & Rodger, S. (2000). Characteristics of effective teams: a literature review. Australian Health. 23 (3), 201-208. Willihnganz, N. (2001). Collaborative problem solving. Retrieved from http://willihnganz.disted.camosun.bc.ca/collaborativeps.htm