Analysis Of Sydney Community Hospital

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Analysis Of Sydney Community Hospital

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Analysis Of Sydney Community Hospital

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Discuss abuout the Analysis of Sydney Community Hospital.

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Introduction
The following essay critically analyses a case study of Sydney Community Hospital. The hospital has received funding from the government that is meant to expand it capacity from the current 110 beds to 200beds. The hospital has been in existence in the community for 15 year with expansion of capacity despite the changes that occurred in the society. There has been change in population and age composition in the area. The population of young families has increase as well as the number of aging people. The hospital has been providing health services in general acute medical, surgical, obstetric to the community. In order to facilitate the capacity expansion, the hospital has stated it vision, mission and strategic goals for effectiveness in the hospital (Avgar, 2015). The stated vision statement of the hospital is to provide positive health experiences for the community. The mission statement that will create the hospital purpose is stated as to providing highest quality, specialized health care in partnership with patients, carers, the community at large and other health care providers. In order to achieve this purpose the organization has formulated it strategic goals as to develop high performing, multidisciplinary teams within the specialist services in order to provide high quality, patient centered care that is effective, efficient and able to respond to the changing health needs of the population (Corrigan, & McNeill, 2009).
Discussion
The current organizational structure has been used for years with before the expansion of the hospital. This organizational structure has had a traditional and functional in the hospital with 110 beds. The organizational structure has been effective and has been enabling the hospital to meet it objective of offering quality health care to the community (Hermalin, n.d.). The structure has had defined communication lines and command chain that has made the hospital management structure to be very bureaucratic. The existing hospital structure has been advantageous to enabling the hospital run and realizes the current problem of need of expansion that has prevailed. This existing organizational structure has several limitations with the current situation. Due to expansion, the existing organizational structure will not be able to accommodate large hospital. This organizational structure will not be able to facilitate effective communication in the hospital. The large hospital will have several teams that will require effective communication in order to meet the purpose of the hospital (DePasse, & Celi, 2013). The current situation of the hospital will also require a lot of collaboration of different teams and partners in different locations. The existing organizational structure will therefore not be able to allow effective chains of command that can enable collaboration that is required to ensure goals and objectives of the organizations are met. In addition, the existing organizational structure will not be able to provide supervisory role that will ensure resources are well accounted for. Lastly the existing organizational; structure will not be able to ensure quality health care is provided and patient feedback incorporated in enhancing quality improvement. This means that the organization structure is limited to expanded capacity of the hospital and there is need to adopt a new organizational structure to effectively and efficiently meet the mission of the hospital.

In order to accommodate the new capacity in the hospital, there is a need for the management to adopt a new organizational structure. The effectiveness and efficiency in provision of health care to a large population and several departments necessitate adoption of an organizational structure that will accommodate increased communication and well defined lines of authority and command (James, 2015). The alternative structure will have increase number of departments and line managers. It will also create an office of an assistant managing director who departments’ directors will report to and then reports to the managing director of the hospital. The suggested organizational structure will also create a department of partnership director who will coordinate collaboration of the hospital and other health care partners. Another department will be a customer care that will provide inquiry to patients. This alternative organizational structure is meant to accommodate more team and offer collaboration with other health partners (Spaulding et al., 2017). The new structure will increase departments to allow provision of specialist health care in partnership with the patients, carers, community and other partners. The organizational structure will also have to expand the staff management department to develop a performance appraisal for the hospital. This will enable the hospital develop high performing employees that will improve the quality of health care services provided to the community. The new organizational structure will have new defined channels of communication that will enable effective communication in the hospital (Kossek et al., 2014). This will enable collaboration between the hospital and other health partners with an aim of providing quality health care services to the society.
The new lines of authority and responsibility will be meant to improve delivery of services in the hospital. The lines of authority and responsibility will enable the hospital be accountable of the resource thereby enabling the functionality of the new organizational structure (Skurka, 2007.). The key lines of authority and responsibility are as follows; First, the is nursing staff who are headed by a nursing manager who will be reporting to the director of nursing services who will report to assistant managing director and then finally to the managing director of the hospital. The second key line of authority will be junior medical staff that will be under a senior medical staff reporting to the director of medical services. The director of medical services will then report to the assistant managing director and finally to the managing director of the hospital. The third line will involve administrative staff who will be under meddle managers who will be reporting directly to the director of corporate service. The director of corporate services will be in charge of reporting to the assistant managing director who will then report to the managing director. The fourth key line will be an inquire staff who will report to customer care manager and then directly to the assistant managing director. Lastly, there will be partnership director who will be reporting directly to the assistant manager (Peirson et al., 2012). This department will be responsible to enabling collaboration of the hospital and other health partners in providing highest health care to the community. These lines of authority and responsibilities will enable the hospital provide health care to the community. They will enable management of the internal and external changes that has happened in the community. The line of authority and responsibility will also enable improved communication and collaboration across the different department in order to work as one team in ensure accountability and resources in the hospital and enhance delivery of quality health care service (Visser, 2008).
The new suggested hospital structure is custom designed to accommodate the enlarged hospital capacity. First, the new organizational structure will accommodate additional departments that are required in meeting the mission of the hospital (Agrizzi, 2008). These additional departments will enable the organization be patient centered. The patients will be able to give their feed back through the inquired office. These feedbacks will be used to improve the quality of health. The partnership department will enable the organization collaborate with other health partners in offering the community highest quality health. The organizational structure will also enable the creation and retaining of high skilled staff that will enhance provision of specialized high quality services (Alyahya, 2012). The organizational structure well defined line of authority and responsibility will enable the organization enhance it communication and collaboration across departs. The new organizational structure will be limited additional need for resources. It will require resources to implement and enable it functionality. There will also be need of increased supervision to ensure that the increased number of departments is working effectively and efficiently. Therefore, the new hospital organizational structure will be appropriate in enabling the functionality of the changing internal and external environment of the hospital (Acar, & Acar, 2014). The organizational structure will also be able to collaborate with the carers, community and other health partners in providing the highest health care service.
Conclusion
From the critical analysis in this paper, it clear that there is need for a new hospital organizational structure. The existing organization structure is ineffective with the current increase of capacity that the hospital is undertaking. The expansion in capacity necessitate the hospital to change and increase it capacity to deliver quality services. Internal and external changes in the community require the hospital to change it organizational structure to increase its ability to meets new goals. Therefore, designing a new organizational structure that defines lines of authority and responsibility to enable the hospital effectively and efficiently execute it mission and work toward the vision of the hospital.

References
Acar, A., & Acar, P. (2014). Organizational Culture Types and Their Effects on Organizational Performance in Turkish Hospitals. EMAJ: Emerging Markets Journal, 3(3), 18-31. https://dx.doi.org/10.5195/emaj.2014.47
Agrizzi, D. (2008). Assessing English hospitals: contradiction and conflict. Journal Of Accounting & Organizational Change, 4(3), 222-242. https://dx.doi.org/10.1108/18325910810898043
Alyahya, M. (2012). Changing organizational structure and organizational memory in primary care practices: a qualitative interview study. Health Services Management Research, 25(1), 35-40. https://dx.doi.org/10.1258/hsmr.2011.011023
Avgar, A. (2015). Book Review: Co-operative Workplace Dispute Resolution: Organizational Structure, Ownership, and Ideology. Organization Studies, 36(9), 1265-1268. https://dx.doi.org/10.1177/0170840615588741
Corrigan, J., & McNeill, D. (2009). Building Organizational Capacity: A Cornerstone Of Health System Reform. Health Affairs, 28(2), w205-w215. https://dx.doi.org/10.1377/hlthaff.28.2.w205
DePasse, J., & Celi, L. (2013). Collaboration, capacity building and co-creation as a new mantra in global health. International Journal For Quality In Health Care, 28(4), 536-537. https://dx.doi.org/10.1093/intqhc/mzt077
Hermalin, B. Organizational Fixed Costs and Organizational Structure. SSRN Electronic Journal. https://dx.doi.org/10.2139/ssrn.1605
James, K. (2015). Safe and family-centered maternity hospitals: organizational culture of maternity hospitals in the province of Buenos Aires. Archivos Argentinos De Pediatria, 113(6). https://dx.doi.org/10.5546/aap.2015.eng.510
Kossek, E., Hammer, L., Kelly, E., & Moen, P. (2014). Designing Work, Family & Health Organizational Change Initiatives. Organizational Dynamics, 43(1), 53-63. https://dx.doi.org/10.1016/j.orgdyn.2013.10.007
Peirson, L., Ciliska, D., Dobbins, M., & Mowat, D. (2012). Building capacity for evidence informed decision making in public health: a case study of organizational change. BMC Public Health, 12(1). https://dx.doi.org/10.1186/1471-2458-12-137
Skurka, M.(2007). Health information management (1st ed.).
Spaulding, A., Kash, B., Johnson, C., & Gamm, L. (2017). Organizational capacity for change in health care. Health Care Management Review, 42(2), 151-161. https://dx.doi.org/10.1097/hmr.0000000000000096
Visser, B. (2008). Organizational communication structure and performance. Journal Of Economic Behavior & Organization, 42(2), 231-252. https://dx.doi.org/10.1016/s0167-2681(00)00087-1

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