Canadian Healthcare Organization Models
Based on the 2005 report “Healthcare Organizational Structures In Regions and Acute Care” by Tom Rosenal MD and Lorraine Rosenal RN Med, this paper addresses and expands upon some of the various roles in the health care organization mentioned, suggesting appropriate organizational perspectives and strategies to meet specific goals. Specifically, Regional Executives, Managers, and Clinical Practitioners will be dissected. Based on their specific roles and objectives, organizational perspectives and structures will be suggested. Interdependent challenges between different departments will also be addressed, and accounted for in the organizational design.
As mentioned by the Rosenal paper, the executive is run by the Chief Executive Officer, and typically consists of an array of vice presidents including the Chief Medical Officer (CMO), Chief Nursing Officer (CNO), Chief Financial Officer (CFO), Chief Operating Officer (COO), etc. The CEO is in direct contact with a provincial governing board, since Regional Authorities are largely funded by the government, and the government has access to indicative statistics to help focus community needs. According to the Rosenals, the responsibilities of the executives are to direct the future of the organization by responding to community feedback, as well as maintaining current goals and agendas. These responsibilities form the backbone of the organization, and ultimately determine to focus of where resources will be best utilized.
Since the underlying focus of the executives is to decide the best allocation of resources, an appropriate organizational perspective to take is Dependence Theory (RDT). According to Wikipedia, RDT can be defined as “the study of how the external resources of organizations affect the behavior of the organization.” As mentioned in “Resource Dependence Theory: Past and Future”, power, which is directly linked to obtaining resources, affects the organization’s actions and distinguishes RDT from other theories. Although power is often given a negative connotation in regards to greed and fulfillment of personal agendas, it can actually be a good thing if it entails the power to make positive changes. For example, imagine there is a serious epidemic sweeping the nation; resources between departments can be pooled in order to increase the effectiveness of intervention. Also, interdependencies among the organization and external stakeholders can result in increased resources, such as a pharmaceutical company providing discounted treatment options in exchange for positive publicity. No matter what the goals of the organization, funding and resources must be obtained before anything can happen.
In regards to organizational design, the Program Management approach is most appropriate when dealing with the executive group. This is because each department of the organization can be seen as a “program”, often based on a treatment process or specific population group, which is ultimately designed on the basis of community needs. Being in touch with individual programs allows resources to be allocated appropriately.
Based on the recommendation of a Dependence Theory based perspective and Program Management Design, the result will be many interdependent relationships among those reporting back to the executive group, as well as the governing body in which the executive group must provide feedback. The executives must stay within the government agenda in regards to resources and policies, as well as focus on the overall health of the community. A design must take into consideration the annual budget, yet strive towards better health in the future. To ensure the goals set out by the executives are achieved, ample and timely communication must take place between the interdependent units to allow for cooperation and understanding.
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References: (outside course resourses)
1. Zarkus, JD. “Resource dependency and community participation in primary health care.” Soc Sci Med. 1998 Feb-Mar;46(4-5):475-94. Retrieved on Feb 12, 2012 from http://www.ncbi.nlm.nih.gov/pubmed/9460828
2.Cob, A. & Davis, G. “Resource Dependence Theory: Past and Future.” Research in the Sociology of Organizations. April 1, 2009. Retrieved Feb 16, 2012 from http://webuser.bus.umich.edu/gfdavis/Papers/davis_cobb_09_RSO.pdf.
3.University of Twente. “Network Theory and Analysis”. Retreived on Feb 18, 2012 from http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Communication%20Processes/Network%20Theory%20and%20analysis_also_within_organizations-1.doc/
4. Wikipedia editors/authors. “Resourc e Dependence Theory”. Retrieved on Feb 15, 2012 from http://en.wikipedia.org/wiki/Resource_dependence_theory.
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