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Organizational Theory, Structure, Change, and Culture
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Organizational Theory, Structure, Change, and Culture
Organizational Assessment and Development Planning:
Regional Health is a small physician practice located in Williston, North Dakota, serving over twenty-five thousand people. The organization is based on health care systems goals and objectives, providing services to people from various cultures and age groups. The organization observes systems and divisions providing different forms of health care, in-patient, and out-patient. Based on a study on the social needs in health care, the organization realized the preference from patients and consumers on the patient-centered organization rather than health care centered organization.
Patient-centered organizations focus on providing health care services based on patients’ needs and preferences through empowering patients to have a role in the treatment and care they receive and interactions with health care providers. The patient-centered organization focuses on patient participation within the health care system. Patient-centered organizations prioritize patient needs and satisfaction through culture-sensitive care, community relationships, patient-healthcare provider connection, and continuous care. Based on the survey, the proposal focuses on applying organizational changes to accommodate a patient-centered organization. Therefore, the proposal focuses on the new products and services incorporated within the organization and critical change areas.
Plan for Strategic Change:
There is a need to perform changes in processes and healthcare systems to accommodate the consumer’s needs. The basics of a patient-centered organization require changes in leadership strategies and organizational systems.
The main elements of patient-centered care focus on ensuring patient needs are prioritized. Therefore, the aspects required to change are;
· The organization should focus the values, missions, and leadership processes within the organization on patient-centered goals.
· Cultural aspects and beliefs should be encouraged and supported to accommodate patients from a vast cultural diversity. Patients have a priority to select their culture and religion during treatment without bias. Therefore, the organization should change to accommodate cultural and religious diversity.
· The change calls for change in visitation hours and individuals. The current system allows strict numbers and time for patients receiving visitors. Thus, the change calls for the organization to allow the patient to say on the visitation.
· Within the health care organization, communications strategies and processes should focus on promoting trust and personal relationships between health care providers and patients. Therefore, the organization should change support systems, communication processes, and patient participation in selecting and scheduling appointments, requesting information and instructions.
· The organization will change to accommodate patients and relatives with ease throughout the hospital stay and when seeking assistance.
· A patient-centered organization is characterized by three main aspects apart from systematic changes. Patient-centered care in a hospital is focused on enhancing patients’ freedom and satisfaction. Thus the organization should focus main aspects involving the patients. Based on the significant population focus, patient-centered care within the organization should focus on education and specialized care as patients within the age group require personalized care.
The above changes will incorporate patient-centered care within the organization. The main benefits to patient-centered care and organization involve improving service delivery and satisfaction for patients and health care workers. The organization will have better-working systems and models as commitment and productivity will increase, ensuring that patients receive specialized care and support.
Action Plan and Deliverables:
This phase outlines an action plan for the change and how/when it should be delivered.
The section outline an action plan for the change and how and when it should be delivered.
Phase one:
Organizational sensitization and change management. The process changes affect all significant aspects of the organization; thus, sensitizing involved parties to changes is crucial. The process will be facilitated through staff meetings and webinars with all involved parties.
Phase Two:
Drafting the project and gathering research to support the project. Approval from the board on the proposed change. The plan requires permission from the board to ensure the organization authorizes all processes.
Phase three:
Change on the mission, vision, values, and goals of the organization towards patient-centered care. The phase will involve identifying new goals and values within the organization oriented toward patient-centered care. The phase will entail changed processes and roles within the organization.
Phase four:
The phase will focus on implementing the proposal in the outpatient department to assess the applicability and improvement in satisfaction with patients. The phase will serve as a pilot to collect recommendations on the changes within the organization. The phase will include the actual change in communication and scheduling of appointments.
Phase Five:
Evaluation of the applicability of the process changes. The phase evaluates the system through formative and process evaluation to provide recommendations and perform necessary changes.
The action plan will take place through 5 weeks, where each phase will be carried out every week. The goal is short, considering the increasing number of patients and the service demand required by the patients. The involved parties are the Board of Management, the director, heads of departments and staff, and the community as they serve as the core of service delivery.
References
Davis, K., Schoenbaum, S. C., & Audet, A. M. (2005). A 2020 vision of patient-centered primary care. Journal of general internal medicine, 20(10), 953–957. https://doi.org/10.1111/j.1525-1497.2005.0178.x
Anders, C., & Cassidy, A. (2014). Effective organizational change in healthcare: Exploring the contribution of empowered users and workers. International Journal of Healthcare Management, 7(2), 132–151. doi: 10.1179/2047971913Y.0000000061. Available in the Trident Online Library.
Johnson, A., Nguyen, H., Groth, M., Wang, K., & Ju Li, N. (2016). Time to change: A review of organizational culture change in health care organizations. Journal of Organizational Effectiveness, 3(3), 265-288. doi: 2048/10.1108/JOEPP-06-2016-0040. Available in the Trident Online Library.\
Mayhew, R. (2017). How to write a proposal to change a department’s structure. CHRON.
https://smallbusiness.chron.com/write-proposal-change-departments-structure-10176.html
Mick, S. S., & Shay, P. D. (2014). Chapter 2 A Primer of organizational theories in health care. In Advances in health care organization theory. (2nd ed.). John Wiley & Sons: San Francisco, CA. Available in the Trident Online Library
Borkowski, N. (2016). Chapter 2 – Diversity and cultural competency in health care. In Organizational behavior in health care (3rd ed.). Jones and Bartlett Learning: Burlington, MA.
Borkowski, N. (2016). Part VI- Managing organizational change. In Organizational behavior in healthcare (3rd ed.). Jones and Bartlett Learning: Burlington, MA. Available in the Trident Online Library via the Skillsoft database link.
Scott, T., Mannion, R., Davies, H. T. O., & Marshall, M. N. (2003). Implementing culture change in health care: Theory and practice. International Journal for Quality in Health Care, 15(2): 111-118. doi: 10.1093/intqhc/mzg021.
https://academic.oup.com/intqhc/article/15/2/111/1894353
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