Rockford Memorial Hospital Case Study

Hospitals have organizational structures that allows them to carry out their duties efficiently and successfully. What separates the organizational structure of a healthcare organization from a business, essentially that the hospital 's organization is chiefly founded on the amalgamation of medical and administrative staff (Carayon, et al., 2014). The organizational structure of the twenty-first century solutions in health care hospitals involves, both divisional and hierarchical structure. In the of the chain of command hierarchy, there are various levels of professional’s that fall under other levels within the facility, and each staff member is organized in regards to departments that are related to their (KSA’s) skills, attributes and job duties (Carayon, et al., 2014). Hospital organization philosophies is based on development of values and ethics, with the understanding on moral principles relating to human conduct. These systems are comprised with the processes in decision making and determining the best actions to consider between the difficult alternatives when pertaining to patient care.

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

The Joint Commission states “A hospital is the most complex healthcare setting in which these three groups of leaders must collaborate in order to successfully lead the organization”, and suggest that the staff to have a set of bylaws and rules and regulation enabling collaboration.

It has been said that today’s healthcare structure has become fragmented and that there is something not quite right in the planning and delivery of health services. To quote Sweeney and Griffiths (2002) “research has little direct effect on health service policy, organizational change has little effect on service provision, rational priority setting frameworks remain elusive and health economists continue to develop technical solutions that have no impact at the grassroots level.” Even at the administrative level organizations are barely capable of coping from being continuously under siege – resulting in a penchant for process rather than actual outcome indicators. This leads organization managers to present “glossy corporate images that belie problems” of the organization. Part of the problem lies in the nature of healthcare organizations being different from other sectors that have instigated cultural changes. Stakeholders in healthcare organizations “have disparate schemes of values and beliefs” while “physicians’ independent perspective often differs from organizational perspectives” (Lloyd, 2008, p.1).

There are certain influences that encourage the development of a health care delivery system. As Roemer (1991) indicated, the organization of a health care facility depends on the health needs of a society. The simple definition of organization is the association, business, or club that is formed for a particular purpose with a set of objectives and goals (Organization, n.d.). According to Roemer, “the ultimate objective of an organization in a health system is to promote or protect peoples’ health…” (p. 49).

Organizational structure is the framework around which the organization is organized, the underpinnings, which keep the coalition functioning. It 's the operating manual that tells members how the organization is put together and how it works. More specifically, structure describes how members are accepted, how leadership is chosen, and how decisions are made (Nagy, 2014). With lives in their hands, hospitals have to function very precisely, executing high-quality services every hour of every day. Organizations that have this sort of requirement usually take on a vertical organizational structure (Feigenbaum, 2015). This type of structure has many layers of management, with most of the organization 's staff working in very specific, narrow, low-authority roles. The numerous layers of management are designed to make sure that no one person can throw the system off too much. This structure also ensures that tasks are being done exactly and correctly (Feigenbaum, 2015).

According to Webster’s Dictionary, leadership is the power or ability to lead other people, the act or instance of leading. I believe that Leadership is an art, the art to get others to follow and accomplish a common goal or task in a harmonic manner. A leader can be shown in all kinds of shapes and forms. To be a great leader many people believe it consists of modeling the way, inspiring a shared vision, enabling others to act, and encouraging the heart. Over the course of me learning how to become a better leader and being in leadership roles, I’ve learned that all these are very necessary to be a great leader.

In the article, there is a focus on previous studies that were conducted by: Donabedian, Kramer& Schmalenberg, Laschinger, Berwick and MacPhee. This was used to establish what models were the most successful for health care organizations. At the same time, these authors provided insights about how to analyze the data. This was accomplished through S and P component overloads. All the references in this study were written with in the last ten years. However, there are total of five sources cited during the last five years. What is known about the problem, is those facilities (who are using team approaches), will be most effective in dealing with a

With Midwestern Health Systems, the challenges of two distinct leaders within the organization was one of their biggest hurdles to overcome, one always felt “stepped on” by the other and vice versa. As changes were implemented, there were no meetings or discussions about the possibility of such changes before they were implemented, so how to overcome these challenges? Over 90% of employees in most organizations believe that if they have a better understanding of the organizations strategy, there would be an improved likelihood of successful implementation. But the challenges were greater than they thought. From its inception in 1997 the integration of the Clinic division with the hospital division created great conflict between management. By having two separate Management teams, the concept of implementing change seemed unattainable.

According to Veronesi, Kirkpatrick et al. (2013), 10% increase in the number of doctors on boards can have positive impacts on hospital performance. It may be important to add, that it is clinical involvement that is increasing performance and not the reverse case, which would mean that more clinicians are hired at senior levels in well performing institutions. Moreover, the results suggest having a larger group of clinicians on boards, which collectively contribute in the decision-making process (Veronesi, Kirkpatrick et al. 2013). The longitudinal study is well - conducted and the idea of distributed leadership (cf. point 2: Different concepts of

The organizational effectiveness is very critical and possesses many challenges to the hospital managers. The reforms in health care industry have tried to ensure that the quality of service improves provided the low costs. The hospital quality is ensured when there are fewer errors and the patients are satisfied from the services he received. In any hospital, not only the drugs and methods of treatment matter but also the organizational culture. The health care system in USA has seen many reforms from the time in Clinton to Obama. These reforms were effective yet there are gaps that need to be filled. Filling these gaps would mean that the uninsured patients will also get insurance. There are many theories for organizations and any of these can be helpful in improving organizational processes. There are theories that focus of organizational resources, strategies, values, norms and relationships. I believe that strategic and institutional theories of organizational effectiveness will suit the health care industry better in order to meet the challenges of the time. Else, if the challenges of the industry are not met, the costs will be uncontrolled and the managers will find it harder to offer quality health care services. The health care industry needs reforms in operations as well as culture.

Memorial Hospital Case Study uses a series of communication between different level and functional hospital employees to paint a picture of how this hospital operates. This paper will analyze and summarize key characteristics underlining the organization structure, management style and leadership, identify major challenges and recommend workable solutions.

According to Tiller (2012), “a carefully designed organizational structure is a logical prerequisite for success” (p. 20). This holds true in health care today; the structure of an organization determines how efficient the facility will run, as well as setting the tone for the culture within the company. The organizational structure “describes the arrangement of the work group” making it the division of the work that needs to be done across the continuum of the organization (Sullivan, 2013, p. 12). The purpose of this paper is to take a closer look at the organizational structure that Grinnell Regional Medical Center (GRMC) uses. Assess how the structure supports client-centered care; the communication methods that are used;

A country’s economy and well-being depends upon how strong its healthcare system is. A country would grow into a stronger nation if the people are mentally and physically stronger. Moreover, healthcare systems are usually complex and complicated systems and thus, they need a lot of attention. As Donley (2005) states, “[t]he changing patterns of health care delivery have increased complexity in all practice environments” (p. 314). By a complicated system, it means how different healthcare organizations together play a pivotal role in measuring success of a country’s healthcare system. These healthcare organizations further rely on various departments within the system which are in turn led by various leaders. Thus, it is evident how leaders are the key link in deciding the fate

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric