Building Organizational Capacity in Healthcare

Question: Discuss about the Building Organizational Capacity in Healthcare. Answer: Building Organizational Capacity in Healthcare The bureaucratic structure at the Sydney Community Hospital (SCH) is the greatest impediment towards the realization of specialized healthcare among the ever increasing number of patients in the community. The advantages of the system include establishment of particular task and roles within the departments aimed at providing positive health experience. The current structure of the hospital fails to accommodate efficiency and effectiveness regarding the flow of the information required in medical and health facilities. One of the disadvantages of this kind of management structure is that it does not facilitate the efficient and effective provision of quality health care services in the hospital (Casey, Payne, Eime, 2012). One important characteristic of the system is the availability of numerical management layers. The numerous layers of management make it tough for the effective and efficient decision-making. In a hospital setting, systems that allow quick flow and effective decisi on-making need to be integrated into the management structure (Davis et al., 2011). Bureaucratic form of management creates a chain of command through which the information flows. Each department works under the specific rules and guidelines from the top management. The top directors are involved in establishing policy, and they pass them to the managers for implementation (Edwards, Stickney, Milat, Campbell, Thackway, 2016). The traditional structure at the Sydney Community Hospital lacks the needed efficiency and flexibility regarding management and decision-making. Apparently, the current system requires multidisciplinary teams capable of performing quality, wide range of services. As dictated by the bureaucracy, each department in the hospital carried out a specific task. The population in the area has increased for the last five years. The government augments the budget of this facility to encourage the establishment of a structure that can accommodate specialized care. The fewer departments in the current structures fail to accommodate patients with special needs such as cancer patients. The population of the children in the community has increased. The current structure lacks well-established pediatrics departments to cater for the needs of the children in the area. Alternative Organizational Structure The mission of the new organization structure that needs to be put in place is to facilitate the provision of high-quality specialized care in partnership with the patients, healthcare professionals as well other stakeholders in the hospital. This can be achieved through establishing a new system that allows the needed flexibility and specialization regarding the provision of the quality care (Fuller et al., 2015). The current bureaucratic system needs to be abolished. The cross-functional team needs to be established across the organization. The organizational team will facilitate the improvement of the clinical outcome required in the Sydney Community Hospital (SCH) (Golenko, Pager, Holden, 2012). The cross-functional team will facilitate the removal or organizational or communication barriers that may exist between healthcare professionals (Hanney Gonzlez-Block, 2016). The traditional system didnt provide healthcare professionals with the mandate and responsibility of making maj or decisions. Everything had to follow a particular chain of command. In this new system, the cross-functional teams will have the responsibility of making the needed decisions to ensure the effective and efficient provision of specialized medical and healthcare services to the patient (Judd Keleher, 2013). The team will have the ability to priories what is needed within each functional department. Additionally, the teams will be composed of healthcare professionals and medical professionals with specialized training in each and every department(Stephens et al., 2017). For example, the cross-functional team in pediatric departments will be composed of pediatric doctors and nurses as well as managers in charge of the management of the health welfare of the children. In addition to that, the new supportive system of management constitutes a cross-functional team will facilitate the provision of the needed leadership at all levels of management for goals achievements and effective ser vices delivery. The diagram above shows the recommended health care structure for SCH. The new organization structure will facilitate the implementation and passing of the information among the healthcare professionals. The hospitals will establish a wing with four extra departments Oncology department- the department will be responsible for the provision of quality care to patients with different types of cancer (Fuller et al., 2015). The departments will be equipped with a cancer diagnosis and treatment equipment. Oncologist will be in charge of these departments Pediatrics Department These are departments will be in charge of all children related treatments Nursing home for senior citizens with chronic illness such as diabetes (Kong, Fang, Lou, 2017). Mental health department for patient with mental depression among others The key authority lines of authority The concept and analytic team- The team will be composed of the outcome analyst and data architects. The team will be responsible for implementation of the Electronic record keeping within SCH. The management of the data using Electronic Health Record system is the key to ensuring easy storage, retrieval and access of health records within the hospitals. Additionally, the team will be responsible for ensuring the free flow of the information in all the departments within the hospital (Wenke Mickan, 2016). The team will also be responsible for ensuring that only healthcare professionals who have access to that kind of opportunity access the sensitive data. The work group- the members include clinical staffs from different departments with the aim of executing a given clinical tasks that include hip surgery among others. The team will be composed of members who understand the patient's workflow (Webster, Thomas, Ong, Cutler, 2011). Additionally, they will be responsible for making decisions involving the appropriate medical interventions for patients suffering from sensitive illness such as cancer among others (Golenko, Pager, Holden, 2012). The team will also be involved in the analysis of the available data with the aim of identifying areas that need improvements. Clinical implementation team-The members of the team will be practicing clinicians who established and owns various types of clinical processes. The function of the team will involve evaluation of how medical processes are implemented and how they can be improved. In addition to that, the team will combine and recommend changes in their daily lives. In addition to that, the team will be responsible for outlining the workflow and what is expected of the teams. The support team will ensure that everything in the hospital operates effectively and efficiently. The processes and the protocol approved by the unit will be aimed at improving the specialized care provided to the patients. Guidance team-The mandate of this guidance team will be to monitor and evaluate the implementation of the protocols in the hospital. (Judd Keleher, 2013) The team will also provide guidance where appropriate to ensure effective and efficient utilization of quality care in the hospital. The members of the team will include specialist from different areas in the hospital. Senior Executive leadership team -The team will be involved in ensuring that the operations in the hospitals are carried out effectively (Green, Bell, Mays, 2017). They will be involved in evaluation and passing of the policy and processes in the hospitals. Members of the team will involve health administration experts who are experienced in hospital operations. The current bureaucratic system involved the following patterns or chain of command The limitation of these systems as mentioned in the first part makes it difficult to provide quality medical and healthcare services in the hospital. The decision must pass through a specific chain of command. This hinders effective and efficient quality services to the patients. Additionally, the older system does not accommodate the flexibility required regarding healthcare delivery in the hospital. The Advantage and the Limitation of the New Organization Structure The suggested organizational structure in part two above is an example of a supportive structure in which cross-functional teams are involved in the implementation of the procedures and processes within the organization. At any given organization, cross-functional teams carry out complex tasks that cannot be accomplished by a single entity (Green, Bell, Mays, 2017). The members of such team come from different departments with different skills. What makes cross-functional teams successful is the elements of diversified experience working together to complete a given task (Mills, Rosenberg, McInerney, 2014). In SCH the cross-functional teams as described above will facilitate the implementation of daily activities within the hospital. The teams will also ensure that quality and affordable care is provided to the patients in an effective and efficient manner. Each team will carry out specific roles and duties. The teams will also be involved in carry out major decision to provide hig hest quality care to the patients. The cross-functional team will facilitate the overcoming of the barriers hindering the provision of quality care in the hospital (Hanney Gonzlez-Block, 2016). Additionally, it will enable the transition from the bureaucratic system of organization. The cross-functional teams are important in healthcare because they allow provision of needed flexibility regarding decision making in the hospital. Limitation of the cross-functional team is that; they originate from different areas, it may take time for them to develop the needed chemistry. Proper association and interaction among employee are very crucial (Judd Keleher, 2013). It aids in the provision of quality services. 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