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The Healthcare Industry
Students Name
Institution
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1. Managing Multidisciplinary Professionals by Combining Assets and Activities
Describe the vertical and horizontal dimensions of this organization, and authority and
responsibility relationships.
The vertical dimensions of this organization are characterized by the emanation of power from
the top to the bottom personnel. Every personnelare made responsible for specific areas with
specific duties. This is evident where the three major physicians have chosen a specific
individual to act as an office manager, and oversee all specific support activities in the
organizations. Various personnel have also been allocated the roles of; scheduling, insurance
activities and office duties such as billing(Fischer, 2013). The horizontal structure, which is
characterized by role sharing, is evidenced by the partnership and authority sharing in medical
practice by the physicians. The authority and responsibility relationships present are identified by
promising teamwork activities, as well as responsibility in the organization.
Should this practice become centralized, decentralized, mechanistic, or organic?
In a centralized design, managers, especially the executive team is left with the responsibility of
making decisions, which might be risky for the organization. The decentralized design would be
more effective, considering the simpler representations which would be effected with this form
of structure. The mechanistic design is also a good chose of practice, considering the stability of
the work environment. Organic designs are suitable in organizations which operate under
dynamic environments. In the long run, the centralized design would be good for medical
practice in the organization.
Importance of differentiation, integration, and managing complexity, interdependence, and
boundary spanning activities for this organization.
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Management of boundaries is the major determinant of relationship the relationship between
organizational differentiation and integration aspects. Differentiation is important in influencing
boundaries to ensure system integration and more so determine the relationship between various
systems in the organization. Differentiation is important in fostering diversity, which gives room
to interaction and healthy innovation. Integration is important to allow interaction among
systems and hence a sure way to productivity. Finally, managing complexity and
interdependence all relate to decisions made for medical practice in the organization, and
determines the consequences faced due to embraced operations.
Organization chart for this organization and form of departmentalization that best fits.
The diagram below shows the organization chart for the organization, where the top most
executives are the three partners; the three physicians.
PHYSICIANS
OFFICE
MANAGER
CLINICAL
NURSES
OBSTETRICIAN
CLINICAL
NURSES
CLINICAL
NURSES
The form of departmentalization that best serves this organization is the functional
departmentalization(Brewer, 2006). This is because it encompasses the organization of activities,
personnel and all other duties according to their functions in the organization.
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References
Baack, D. E. & Fischer, A. (2013). The essentials of managing in the healthcare industry. San
Diego, CA: Bridgepoint Education, Inc.
Khatri, N., Wells, J., McKune, J., & Brewer, M. (2006). Strategic human resource management
issues in hospitals: A study of a university and a community hospital. Hospital Topics, 84(4), 920. Retrieved from EBSCOhost.
2. Human Resources: Debbie's Dilemma
Use Herzberg’s two factor theory to explain Debbie’s level of motivation.
The Herzberg’s two factor theory is based on the presence of two major sides of employee
contentment at work. While there may be causes of job satisfaction, those that cause
dissatisfaction are also present in the workplace. Hygiene factors, as described by Herzberg, such
as dissatisfactory salary and poor relationship with workmates, as well as motivation factors such
as the work itself. These describeDebbie's causes for lack of workplace motivation.
Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere.
Adams equity theory describes how the sort of treatment and challenges make an individual
discover more options, become stronger and above all discover potential within them. In this
case, Debbie’s treatment by both colleagues, and her dissatisfying pay highly influenced her
decisions to look for another place, considering the realization of her abilities(Fargerstorm,
2009). The measurement of fairness reflects back to the equity theory.
Use Vroom’s expectancy theory to explain this situation.
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Vrooms expectancy theory recognizes that the level at which employees ismotivated should be a
reflection of their productivity, assessed with the likelihood that their efforts will definitely yield
the expected performance. Debbie’s situation can be viewed as a hopeless case, especially
considering that she expected a high pay and recognition. The management at her job does not
consider the dissatisfaction caused to other employees, while at the same time trying to please
the rest.
If you were advising the three physicians in the organization, what would you tell them
they should have done when confronted by the two LPNs? Defend your advice.
Making the correct decisions with no aspects of compromise is the best way to counter
organization conflicts and rebellion from employees(Shepeard, 2011). For instance, if I was to
advice the three physicians in the organization, I would advise them to abide by the organization
stipulations on salary increment and most especially draft compensation groups for various levels
of employees. This will help all employees understand their positions, eliminate feelings of
disregard among others, avoidunnecessaryconfrontations such as in the case of the LPNs and
ensure satisfaction in the workplace.
References
Fagerstrom, L. (2009). Evidence-based human resource management: A study of nurse leaders'
resource allocation. Journal of Nursing Management, 17(4), 415-425. Retrieved from
EBSCOhost
Shepheard, J. (2011). Industrial relations and human resources: Management challenges for
health information managers. Health Information Management Journal, 40(1), 4-6. Retrieved
from EBSCOhost.
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Assignment 3: S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats)
a) SWOT
Needs for Community South Medical Center.
Community South Medical Centre faces various challenges, and one major need for the
organization is an increase in the staff members. For quite a while, there has been a shortage of
clinical staff. This group comprises of registered nurses, medical technologists and respiratory
therapists.
Strength
The major strengths for this organization in conquering the need are the good reputation for the
hospital. With the well-built public image, personnel problem is bound to be eliminated. Most
workers will want to have an experience in working in this well-known institution, which will in
turn employ more registered nurses, medical technologists and respiratory therapists.
Weakness
A major weakness to finding a solution to the need for more staff is the shift to the organizations
financial mix. For employee satisfaction and loyalty, job satisfaction is a necessary aspect(Mello,
2014). Current and incoming personnel need to be adequately reimbursed for their services. The
organization however, is at a loss, considering the lack of this provision due to inadequate
financial resources.
Opportunity
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An opportunity towards finding a solution to the need for more staff at community south medical
Centreis the increased demand for medical care by the population, considering the majority being
the aged people. Most of these people require consistency in provision medical services.
Threat
The urban Centre being in an older urban area does not attract a high level of staffing the medical
field to work in organizations around the area.Most staff is limited in this field and would prefer
working in urban and more modernized areas. This is the major threat facing neutralization of the
need for more personnel at Community Medical Centre.
b) Revising the strategic mission and plan of the organization.
Based on the hardships found in Community Medical Centre, it is important for the
management to be accountable for the activities taking place in the healthcare facility.
Procrastinating may end up being detrimental to the facility’s effectiveness. The CEO should
address various issues as soon as possible, to counter all the challenges that may arise in future
due to postponing various problems. In the case of community medical Centre, strategic goals
should be adequately set. This will in turn allow the top level managers to embrace the
responsibility for developing and implementing all the goals set for the facility(Shepeard, 2011).
Market share, innovation opportunities and all productivity efforts should be adequately
embraced for the sake of community medical Centre.
Revising the strategic mission and plan of the organization from three years ago should be
considered an urgent matter. Continuing as originally planned is not a good decision(Brewer,
2006). With the situation at the facility, the plans need to be changed, new strategies embraced,
new management systems developed and operational effectiveness emphasized. The chief
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executive officer should therefore address the issues confronting community south medical
Centre. The financial instability and lack of personnel are critical issues. These should not be
shunned to be dealt with in another year. The earlier the organization of systems is done the
better for the facility, especially to facilitate improvement in operational effectiveness. The
strategic plan would be as follows;
i.
Analysis of the strengths and weaknesses of factors affecting the facility.
ii.
Generating alternatives for the organization.
iii.
Evaluating selected alternatives to improve patient care and service delivery.
iv.
Implementing goals arrived at and decisions made for the good of community
medical Centre.
c) What leadership positions would be a part of your strategic management team? Why?
What would each of their responsibilities entail?
With the numerous challenges facing south community medical Centre, as the chief
executive officer, I would consider specific appointments for my management team. These
positions are such as; the position of a chief financing officer, which is critical in ensuring that
the financial constraints are highly solved and dealt with within no time. The director of
marketing would be in charge of compelling clients to seek Medicare services from the
institution through improving the public image as well as organization effectiveness in the
market. The human resource director and the technology officer would play the role of handling
staff and technology systems respectively(Mello, 2014). With these members in the management
team, efficiency will be restored, and this will facilitate effectiveness in operations. In the long
run, effectiveness, operational consistency will be achieved.
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d) What are some of the market trends you can identify in this area? How might they
affect Community South Medical Center? How would you prepare for them?
Major market trends I can identify in this area include; changes in technology, fluctuating
demands for healthcare services especially in the case of south community medical Centre,
changes in economic factors which affect the organization financing abilities as well as changing
demographics. These affect the community medical Centre in both positive and negative ways.
With most being negative aspects, the facility faced hardships in implementing most of its
objectives. To counter these market trends, I would prepare for them through adequate market
research, and this will be in the quest to determine proper ways to deal with consumers for the
facility’s services.
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References
Fagerstrom, L. (2009). Evidence-based human resource management: A study of nurse leaders'
resource allocation. Journal of Nursing Management, 17(4), 415-425. Retrieved from
EBSCOhost
Khatri, N., Wells, J., McKune, J., & Brewer, M. (2006). Strategic human resource management
issues in hospitals: A study of a university and a community hospital. Hospital Topics, 84(4), 920. Retrieved from EBSCOhost.
Mello, J. (2014). Strategic Human Resource Management. New York: Cengage learning
Shepheard, J. (2011). Industrial relations and human resources: Management challenges for
health information managers. Health Information Management Journal, 40(1), 4-6. Retrieved
from EBSCOhost.
Baack, D. E. & Fischer, A. (2013). The essentials of managing in the healthcare industry. San
Diego, CA: Bridgepoint Education, Inc. This text is a Constellation™ course digital materials
(CDM) title.