Managing in Today's Health Care Organizations Change and Culture Case Study I

Topics: Management, Leadership, Patient Pages: 7 (2207 words) Published: January 20, 2010
IntroductionOrganizational structure and culture are two major factors that directly impact the success of an organization. This paper addresses the most pressing theme concerning the leading of organizational change: adaptability. Whether dealing with individual departments or selecting an appropriate leadership style to communicate a change, it is important to know your audience and be aware of what works best for them. Research supports the notion that there is no one specific method or style that works all the time. Rather, the leader of an organization must understand and identify with employees and tailor his or her approach accordingly.

Patient DesignRecent research into healthcare architecture has emphasized the design of patient areas in hospitals. There is a minimum of three staff members to every one patient in a hospital organization, and patient well-being depends to a large extent on the capability and efficiency of staff. Patients are in the hospital for a limited period, whereas hospital staff has to deal with an unending, continuous cycle of patient care. The hospital is, in the end, a business entity that needs to use its most valuable resource-its staff-in the most efficient and productive way possible. In the current climate, with shortages of skilled clinical staff and high patient expectations, this becomes even more critical. The success of the merger between Women's College Hospital and Pottstown Hospital and the respect permeating the organization indicate that these two hospitals' structures and cultures are compatible. Although they may not always agree on how best to approach every situation, there exists a direct link between functionality and form which helps to resolve any conflict between the two environments: the hospital as a patient care area, and the hospital as a workplace for its clinical staff. I have identified four key ideas that should be understood and explored in the creation of an appropriate workplace for health professionals in this new administration:•Patients•Management•Staff performance•LeadershipThe changing interests and concerns of patients demand that healthcare be delivered in integrated care patterns spreading across several clinical disciplines. Any look into the future of healthcare points clearly toward an integrated approach to the dispensing of health services, from hospital care to health and community agencies. Future care will be considered from a whole systems approach with appropriate inter-agency collaboration to ensure seamless care. The new workplace should allow for project-based teams, with core teams and temporary specialists who move from one core team to another. It should allow people to come together and collaborate, creating a sense of connectedness. Networks will be integrated across organizations and institutions, and staff will need to work more flexibly to meet patients' needs. There is no doubt that an open environment fosters connectivity among staff. Therefore, directors must be delegated to different levels of staff so that all the needs of the company and its patients are met.

The first level of patient care is the main administration of the hospital, consisting of the officers of the corporation. These officers are responsible for the strategic planning necessary to run a successful hospital. Some of their major concerns are finances, legal matters, and the overall operation. These officers are not necessarily healthcare professionals. However, due this fact, they need to delegate responsibilities to a Director of Nursing and a Chief of Medicine, both of whom possess medical knowledge. The work delegated to these professionals entails instructing the medical staff in the policies and procedures of patient care.

Due to the vast array of patient needs, specialized departments within the facility are also developed. Department directors are delegated by the administration to handle the issues specific to their departments and report...

References: ritical access hospital COPs and corresponding JCAHO AMH standards: Patient rights and organization ethics. (n.d.). Retrieved November 13, 2009, from http://www.ihaonline.org/cah/cops.pdfHersey and Blanchard 's situational leadership. (2007). Retrieved November 13, 2009, from http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.htmKreitner, R., & Kinicki, A. (2003). Organizational behavior (6th ed.). New York: McGraw-Hill.
McShane, D. L., & Von Glinow, M. (2005). Organizational behavior: Emerging realities for the workplace revolution (3rd ed.). New York: McGraw Hill.
Miller, R. Butler, J. & Cosentino, C. (2004). Leadership & organization development. Bradford, 25(3/4), 362.
Smith, M. K. (2001). Peter Senge and the learning organization. Retrieved January 28, 2008, from http://www.infed.org/thinkers/senge.htm
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