What makes a healthcare organization run more effectively? Is it the way it is managed? The service provided or its surrounding environment? I would like to begin by envisioning a large healthcare organization that is composed of several other large healthcare facilities located in New York City. The largest of the organization is a 300- bed facility and is broken up into departments that are aimed at providing the best quality care to its patients, such as cardiology, women health, cancer treatment centers, physical therapy, emergency department, and pediatrics. It provides a variety of services from, outpatient and inpatient services, radiology and imaging services, laboratory services and emergency services. The mission of our organization is to “provide our patients with the required services in a timely and efficient manner”.
The policies in my organization are highly enforced; they regulate and set performance standards that should be met by both our employees and the other healthcare departments. Our policies set the expectations of the work environment; in addition, they have a major impact on our relationship with our stakeholders. A stakeholder is someone who takes interest in an organization and can be impacted by the actions taken by that organization. As a large healthcare organization, our most valuable asset is our patients and their families, they pay for a service they wish to receive, in addition to our healthcare professionals who are providing the care. Our patients experience in our facility impacts policy changes, and the opinions of our external stakeholder groups that support our healthcare organization. The decisions that are made between each hospital and each department in my facility are mostly centralized. This meaning that the power of making decisions is left up to the top managers of the organization and not up to the workers who are doing the production. Our healthcare professionals are paid on a pay for performance system.
I feel that there are some theories that are critical to apply to successfully complete the transformation of my organization into a Deming one. First, it is important that any organization has adequate resources to sustain its existence and productivity. According to the open system theory, it states that “organizations exist within an environmental context from which it must secure resources, support, and legitimacy in order to survive and operate.” (Weiner, 2012). The external environment of an organization is composed of its suppliers, customers, government, competitors, and the demographics as these factors have an influence on how the organization makes its policies. If an organization sees it competitors change their prices or advertisements they will try to outrun their rival. They will need to depend on their environment for available resources so it is important that organizations negotiate and work together. This applies to a Deming organization because in order to form a system the components must be interdependent and cooperate there should not be any form of competition.
I believe that a leader’s personality, behavior, and leadership style can have an influence on how successful they are in leading their organization in achieving its goals. The contemporary theory of leadership states “how those in leadership roles will respond with a set of behaviors rather than a single response.” This theory distinguishes between two forms of leadership styles, transformational and transactional. Transformational leaders use motivation by inspiration and intellect to lead versus a transactional leader who rewards based on performance and laissez-faire approaches. The structure and design of an organization can either hinder or promote growth in the facility, as it delegates the roles that are required for each department and their influence on decision making. The structural contingency theory states “that there is no one best way to manage an organization it depends on its unique work, environment, and strategy.” (Young, 2012) As different units in our facility perform a variety of tasks we must coordinate our activities, including how well we manage conflicts. This allows us to better integrate creating coordination and interdependence. Lastly, it is critical for managers to know that everyone is different; they must know what motivates their employees. There are some basic needs that are essential for each individual. Using Maslow hierarchy of need theory, which states that individuals want to satisfy a variety of needs in a certain order based on importance. These include physiological, security, belongingness, and esteem and self- actualization. Physiological needs such as air, security includes a secure physical and emotional environment and our esteem and belongings needs are our sense of being accepted, respected and recognized by our peers. A manager must know the difference between extrinsic and intrinsic motivation and how this can impact their employee’s morale and productivity.