Organizational Structure and Healthcare Delivery, Coursework Example

Introduction

Healthcare organizations encompass large yet flexible infrastructures that must accommodate specific regulations and policies that govern the industry in different ways. At the same time, the structure of an organization must also coincide with its mission, core values, philosophy, and policies/procedures. It is necessary for an organization to adjust its operations accordingly when changes are required to meet demand and any trends that might occur within the surrounding environment. Since the healthcare system is in a constant state of transition, organizations must be able to demonstrate flexibility to meet this demand. The challenges of developing a flexible approach to organizational structures are difficult yet necessary in order to accomplish the desired objectives and to demonstrate an affinity towards organizational improvement through the activities that take place at the structural level. This process requires an ongoing commitment to excellence and an opportunity to evaluate the conditions that reflect positive changes in a given healthcare system to improve patient care quality. The following discussion will address how the organizational structure is related to the achievement of successful outcomes that will demonstrate new directions for organizations seeking to improve quality of care in order to accomplish specific objectives.

Analysis

An organization must continue to focus on its primary mission and core values in all decisions that are made, including any changes to its structure that will have a trickle-down impact on its operations. All decisions should be made in order to accomplish specific objectives that will coincide with the organization’s mission, vision, and long-term focus towards improving healthcare for all persons. A healthcare organization must be able to fulfill its mission by providing a high level of value and an understanding of the current climate so that all possible options are explored to facilitate the desired results (Bohmer, 2011).It is necessary for an organization to explore its options and to address its weaknesses to provide greater value to patients, along with a plan of action to accomplish the desired objectives (Bohmer, 2011). Healthcare depends on a reliable and focused infrastructure with expert knowledge of current regulations, needs, and trends so that the end users, the patients, are not compromised in any way as they strive to improve quality of life (Bohmer, 2011). Therefore, there must be a continuous wave of improvement as a means of expanding the knowledge and resources required to facilitate effective outcomes for organizations and for their patients (Bohmer, 2011).

Organizations must also emphasize quality through healthcare delivery in order to address problems and correct deficiencies (Bohmer, 2010). This strategy requires an ongoing approach to patient care quality that coincides with key organizational objectives that support expert care and treatment through a vast skills and knowledge base (Bohmer, 2010). By addressing core weaknesses as they arise, it is likely that the organization will be successful in its efforts to overcome adversity and other challenges that may be a direct result of infrastructure concerns and other issues that may arise and create a difficult situation if they are not properly addressed in a timely manner (Bohmer, 2010). Healthcare delivery must be effective at all times and must demonstrate a high level of understanding of the steps required to achieve organizational success over the long term (Bohmer, 2010).It is expected that an organization will take the steps that are required to ensure that in the process of healthcare delivery, patient care is not compromised and is not affected by any changes that are taking place at the organizational level (Bohmer, 2010). It is important to identify the resources that are required to ensure that a healthcare organization is effectively prepared to manage the tasks required to achieve a higher level quality of healthcare delivery at all times (Bohmer, 2010).

Addressing changes within the healthcare system should not pose a threat to the delivery of quality care and treatment for patients, as this process must be remain consistent and focused at all times (Grol et.al, 2013). Furthermore, an organization must demonstrate its commitment to promoting greater value through its systems and employees (Porter, 2010). Emphasizing high value in healthcare practice is critical to the success of the practice setting and the care that patients receive, given the challenges that are associated with the utilization of resources in an effective and practical manner (Porter, 2010). The process of healthcare delivery requires an ongoing effort to consider the different factors that have a significant impact on operations and on patient care quality over time; therefore, it is important to identify some of these issues and to recognize the significance of developing a framework that will accommodate change and improve outcomes across all areas of healthcare delivery where high quality care and treatment are of critical importance (Porter, 2010).

Conclusion

Healthcare organizations must possess the ability to be effective communicators and to recognize the importance of providing high quality patient care at all times. This strategy requires the organization to fulfill its mission and core values on a consistent basis and to recognize the value of making changes as necessary to accommodate demand and any changes in healthcare practice that might occur. It is expected that an organization will focus on its core strengths and values in order to promote greater quality of care and treatment for all patients. This process is essential to the discovery of new techniques and strategies that will encompass employee-based training, collaboration, and knowledge generation in a manner that is consistent with the goals and expectations of the organization.

References

Bohmer, R. M. (2010). Fixing health care on the front lines. Harvard business review, 88(4), 62-69.

Bohmer, R. M. (2011). The four habits of high-value health care organizations. New England Journal of Medicine, 365(22), 2045-2047.

Grol, R., Wensing, M., Eccles, M., & Davis, D. (Eds.). (2013). Improving patient care: the implementation of change in health care. John Wiley & Sons.

Porter, M. E. (2010). What is value in health care?. New England Journal of Medicine, 363(26), 2477-2481.