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Building Organizational Capacity in Healthcare

It is imperative to build the organizational capacity of any healthcare system, to cater to the ever-increasing demand for healthcare-related services in the community. This also serves a medium for the organization as a whole to grow and adapt as per the changing scenarios and challenges faced in the healthcare industries (Scott et al., 2018). The Chiefly District Hospital can be observed as one of the examples for the same. They have acted towards the realization of an increasing number of patients in the community dwellings and have started working on a plan to cater to the rising medical demands of these individuals beforehand. The main benefit of having an organizational structure is to align the work as per the areas of speciality, to maintain the chain of command. This also ensures that formal authority is in place to conduct for the various communications in an orderly manner. This also helps in role defining and administering team bureaucracy in place and thus, at a larger scale ensuring smooth facilitation of the services from thereafter (Spaulding et al., 2017). This paper will evaluate the current organisational structure of the hospital. The paper will also identify and discuss a more appropriate organisational structure for the hospital which will better support its organisational goals.

The organizational structures are important for any organizational body, as it enables the framework to attain the desired goals set by them. It is also ensuring that a methodical approach is adopted to carry out these strategic planning effectively, both internally as well as externally and in respect to the desired framework of the organization. It also allows an additional opportunity to evaluate its areas of strengths and limitations and provides a systematic approach to work on these pointers to promote effective and healthy work management system. It also sets a profound communication channel between both of the internal and external stakeholders, thus, providing a deep insight into the areas to be targeted upon, which are the main areas to be taken into consideration while goal-setting for the organization (Manyazewal, 2017).

Another main advantage of using this method of organizational structure is that it is making sure that the tasks are assigned to specific departments. This will also help largely in providing a positive healthcare experience to the individuals. However, the current structure in place has failed to accommodate for the efficiency and effectiveness, regarding the flow of information and providing for the required services to the patient population (Hartviksen et al., 2019). This organization is, therefore, limited in the means of providing for the desired quality of healthcare services to the patients. There should also be a proper layering in the management structure to ensure that the decision-making capacity is intact and all decisions made are in made, keeping a close consideration for the patient population.

These are also a dire need of a bureaucratic form of management in this facility, as it will make sure that a proper chain of command is followed. It will also make sure that each department has a specific set of guidelines to be followed and they are all carried out with the consent of the top-level managers (Sauer et al., 2019). The population in the area has increased over the past 10 years. The population has been inclusive of young families as well as a significant increase in the number of retirement villages. The main argument in this given scenario is to increase the budget in accordance with the provision to accommodate for these particular specialized care services. Although the current establishment caters to the medical fields of general acute medical, surgery, obstetrics and emergency care and so on, it still needs to include a larger number of specialities to ensure holistic healthcare support to the growing community in these suburbs of Sydney.

The alternative organizational structure should be in the place that makes sure that the healthcare needs of the population should be of the topmost priority. This should also be done through an authentic means of a partnership between the various stakeholders and the patient population as well (Van et al., 2017). This can be attained by allowing certain flexibility in the working of the system, to make sure that the quality is always maintained. This structure will help largely in achieving the mission set by the organization to be able to respond as per the needs of the population. A cross-functional team should be established across the system which will enable teamwork and thus, attaining improved clinical outcomes from the current organizational structure. This will also help in narrowing down the various barriers in communication between low-level managers and high-level managers. The positive inputs taken from the employees will be beneficial to be used for the benefit for the population in general (Delaney, 2019). This will also allow each team to focus on the priorities, that will ensure the proper functioning of the system as a whole.

The hospital centre is currently having many departments, still, it can be seen inefficient in providing quality care as deemed by the people of these suburbs. With young families growing in number inclusion of paediatric care will play a crucial role in managing the anticipated childbirths as well as taking care of the expecting and childbearing mothers. The increase in retirement homes in the current regional setting is indicative of the increase in several growths of older individuals. The older age comes with its inevitable comorbidities, therefore, the inclusion of cardiovascular, renal units, aged care facilities, community services will prove to be quite effective in the system of this healthcare (Canuto et al., 2018). The cancer department will be able to provide not only treatment for various types of cancers, but will also enable the healthcare professionals in early detection and diagnosing of the clinical condition of the patients. These programs will also help in not only devising better health care facilities but will also help in enhancing the higher life expectancy in these individuals.

To make sure of the proper working of the system, various key authorities will play a major role as an integral part of the system. The analytics team can be useful in providing and maintaining for the required electronic records of the patients, that can be easily accessed through the common hospital portal (Stadler et al., 2016). This system will provide for easy storage, retrieval and gaining easy access to the hospital staff, to the records of the person. The team can also work on promoting the sensitivity of the data while it is being handled and ensuring that no data is fudging through unapproved sources (Eichler et al., 2019). The healthcare professionals from various disciples in the hospital can work in close collaboration with each other, aiming at the sole purpose of attaining better healthcare outcomes in the individuals. This will also help the hospital in drafting certain standards operating procedures, which will be stringently followed all through the care management provided to the patient. The team can also work together to analyse the patient data available in the database of the hospital and identifying the key areas or certain clinical conditions to be considered on a priority basis and needing further interventions programs.

These implementation programs can further be used for benefit of the patient population at a larger scale. the clinicians can also work in close coordination to formulate various clinical processes (Mueller et al., 2016). These processes can be both medical in nature as well as organizational in nature. These programs can thus, after being tested and verified through authentic channels, can be used for the common population. The team can also help by keeping a close vigil on the functioning of these programs, post their implementation in the system. The team can also help in drafting the outlines for the specific tasks in congruence with the specific departments, streamlining their role, in the bigger process of patient care and coordination. The additional support team can provide back up as well the additional assistance required in a technical or medical-related issue, thus ensuring maximum efficiency of the working of the system as a whole.

In conclusion, we will check for the corrections made in the system and their effects. The paper emphasizes the current organizational structure of the Chiefly District Hospital. It also reflects on the various strengths and limitations of the current structure of the hospital with respect to the growing patient population. The paper also lays importance on the expansion factor, to cater to multiple specialities. By inculcating a reformed organizational structure, the hospital will be able to provide the population with the required healthcare services as anticipated, in sync with the growing demand. The structure has also to adjust in close coordination with the vision and mission of the organization. This is imperative. Keeping the base structure in mind and developing an organizational workforce around it. This is also crucial from providing the desired quality of healthcare services in the region and to ensure prompt response to any feeble chance of any future medical atrocity faced by the population of the community.

References for Building Organizational Capacity in Healthcare

Canuto, A., Weber, K., Baertschi, M., Andreas, S., Volkert, J., Dehoust, M. C., ... & Crawford, M. J. (2018). Anxiety disorders in old age: psychiatric comorbidities, quality of life, and prevalence according to age, gender, and country. The American Journal of Geriatric Psychiatry26(2), 174-185.

Delaney, L. J. (2018). Patient-centred care as an approach to improving health care in Australia. Collegian25(1), 119-123.

Eichler, H. G., Bloechl‐Daum, B., Broich, K., Kyrle, P. A., Oderkirk, J., Rasi, G., ... & Wenzl, M. (2019). Data rich, information poor: can we use electronic health records to create a learning healthcare system for pharmaceuticals?. Clinical Pharmacology & Therapeutics105(4), 912-922.

Hartviksen, T. A., Aspfors, J., & Uhrenfeldt, L. (2019). Healthcare middle managers’ experiences of developing capacity and capability: a systematic review and meta-synthesis. BMC health services research19(1), 546-582.

Manyazewal, T. (2017). Using the World Health Organization health system building blocks through survey of healthcare professionals to determine the performance of public healthcare facilities. Archives of Public Health75(1), 50-58.

Mueller, D., Gutiérrez-Ibarluzea, I., Schuller, T., Chiumente, M., Ahn, J., Pichon-Riviere, A., ... & Marchetti, M. (2016). Capacity building in agencies for efficient and effective health technology assessment. International journal of technology assessment in health care32(4), 292-299.

Sauer, L. M., Romig, M., Andonian, J., Flinn, J. B., Hynes, N., Maloney, R., ... & Johns Hopkins Biocontainment Unit Publishing Group. (2019). Application of the incident command system to the hospital biocontainment unit setting. Health security17(1), 27-34.

Scott, J., Simpson, B., Skelton-Green, J., & Munro, S. (2018). Building Healthcare Leadership Capacity: Strategy, Insights and Reflections. Nursing leadership (Toronto, Ont.)31(4), 10-21.

Spaulding, A., Kash, B. A., Johnson, C. E., & Gamm, L. (2017). Organizational capacity for change in health care: Development and validation of a scale. Health care management review42(2), 151-161.

Stadler, J. G., Donlon, K., Siewert, J. D., Franken, T., & Lewis, N. E. (2016). Improving the efficiency and ease of healthcare analysis through use of data visualization dashboards. Big Data4(2), 129-135.

Van Gool, F. W. R., Theunissen, N. C. M., Bierbooms, J. J. P. A., & Bongers, I. M. B. (2017). Literature study from a social ecological perspective on how to create flexibility in healthcare organisations. International Journal of Healthcare Management10(3), 184-195.

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