The design of an organization is vital and has the ability to dictate all facets within the organization from proper work flow to overall success. If there is a problem with the organizational design, it should be identified along with key roles and phases in the organization’s design process. The current business model should facilitate future design enhancements. Design, analysis, and future enhancement efforts should always be aligned with the organizations mission and values.
This organizational design paper will analyze the design of McLeod Regional Medical Center, its internal and external defining factors, and how those factors affect behavior and accountability within the organization (DePaul University, 2013). Organizational Design Analysis Organizational design can be defined as the guided process for integrating the technology, people, and information of an organization. The organizational design follows as closely as possible to the mission, values, and purpose the organization seeks to achieve.
The design process acts to improve the probability that the efforts of all staff will become successful (Liebler, 2008). McLeod Regional Medical Center is a locally owned, not-for-profit organization that offers health care to over 15 counties in the states of South Carolina and North Carolina. Our hospital employee over 750 physicians and 4,700 skilled staff members. Our facility offers 771 acute licensed beds and 88 licensed skilled nursing beds. McLeod Regional Medical Center operates under a decentralized design. We rely on a team environment in which decisions are made on all different levels of management.
Our system is managed through proper delegation, technological advancements, and weekly meetings. McLeod Regional Medical Center uses a common goal for all employees and staff members. Our mission is to serve patients in South Carolina and Southeastern North Carolina by providing excellent healthcare that will enhance and improve their well-being. Our work effort is directed to accomplish this goal. The goal is further articulated by our core values. The characteristics of person, quality, caring, and integrity are incorporated into every patient’s care.
If the mission and values are correctly implemented and incorporated into care, the organization will succeed. Goal recognition and mission statements are covered in hospital orientation and is mandatory for all new employees. ORGANIZATIONAL DESIGN PAPER 3 Review of organizational environment, authority relationships, job descriptions, and support documents are discussed during the interview process and reviewed throughout the unit orientation phase (McLeod Regional Medical Center, 2013). The authoritative hierarchy is verbally discussed at the point of hire and is expected to be appropriately followed by all employees.
A maintained strict unity of command is essential and clearly defines responsibility and accountability. At McLeod Regional Medical Center, all staff members are appointed one unit supervisor to whom they report. The unit supervisor reports to the department head, and he or she to their assigned assistant vice president. This single-reporting relationship gives each employee a clear description and expectation for whom they are to report to (Leibler, 2008). McLeod Regional Medical Center was honored with the 2010 Quest for Quality Prize. Our hospital used reflection to build organizational success.
Leaders analyzed why the hospital won this recognition and identified six core success factors that attributed to our organizational design success. These factors included: physician leadership, prioritization of work, use of improvement methodologies, executive engagement, a change theory, and infrastructure dedicated to help the improvement work. Through the identification of these factors, our executive leaders looked for opportunities for organizational growth and further success. For example, our hospital system tested and implemented the rover program.
A designated intensive care unit nurse visits at-risk patients throughout the hospital during her or his shift. He or she evaluates and analyzes disease process, further needs in care, and appropriate patient assignments (Intensive care unit verses floor admission). Over the last three years, our hospital has seen a 20% decrease in mortality rates. This improvement has enhanced patient care, given new job opportunities, and now shows why McLeod Regional Medical Center is a nationally known top-rated hospital system (American Hospital Association, 2010).
Internal Defining Factors Important internal factors that McLeod Regional Medical Center believes every employee should possess are knowledge, attitude, and core values. The absence or presence of these factors may either initiate or restrain an organization’s growth. Knowledge heightens awareness of risk factors and gives reason to warrant action. Educational knowledge gives accurate instructions for appropriate ORGANIZATIONAL DESIGN PAPER 4 patient care. A strong or weak knowledge base can increase or decrease outcomes and patient satisfaction scores.
Although knowledge is an important factor, success is not only defined by skills and education, but through self-belief and drive. McLeod Regional Medical Center screens a potential employee’s core values in the interview process. An employee’s core values should match the organization’s core values in order for the organization to succeed. The employee’s attitude and drive will reflect his or her core values. If they believe in the organization’s goal and values, they will be driven to succeed and become advocates for the patient and the organization. Attitude stimulates drive, participation, and growth (Liebler, 2008).
External Defining Factors Important external factors that McLeod Regional Medical Center considers are social support, media, cultural and economic factors, and social laws/regulations. Social support directly reflects patient satisfaction scores. If the community is supportive of the hospital’s efforts, it will increase recommendations and result in an increase in patient population. Another external factor is the media. Public service announcements, the use of social media, and community-wide involvement are great ways to externally influence your organization.
Through these advertisements, it gives McLeod’s a way to reach the community through educational tactics. Cultural consideration is a great way to open avenues for organizations. Our hospital offers interpreters, TTY phones, and VIS monitors for our deaf population and patients who speak other languages. We also offer cultural counseling for alternative belief systems and religious restrictions. These are great outreach programs to individuals whose values and belief systems are different from our everyday patient population (McLeod Regional Medical Center, 2013).
Conclusion In conclusion, the organizational design process is a vital part of the organization’s ability to grow and develop within the community. Key roles, patient population, employee knowledge and skill base, core values, and mission statements are all parts that must fit for organizational success. Internal and external factors must be considered in the planning process and community outreach programs should be a part of the developmental process. ORGANIZATIONAL DESIGN PAPER 5 References American Hospital Association.
(2010). McLeod Regional Medical Center. Retrieved from aha. org DePaul University. (2013). Organizational Analysis and Design. Retrieved from http://www. learning. depaul. edu/standard/content_areas/continuity_application/ courselistingasp? master_id=281&course_area=CHRT&course_number=257&course_sub title=00 Liebler. J. G. , (2008). Management Principles of Health Professionals. (5th ed. ). Jones and Bartlett Puiblishers. McLeod Regional Medical Center. (2013). About McLeod Health. Retrieved from Mcleodhealth. org.