Organizational Systems and Structures Evaluation
Quality is something that every health care agency strives to achieve. The Institute of Medicine (IOM) suggests that health care organizations develop a culture of safety such that an organization's care processes and workforce are focused on improving the reliability and safety of care for patients (Groves, Meisenbach, & Scott-Cawiezell, 2011). In order to address an issue related to health care quality, it is important to look at the frameworks that will analyze an organization and identify opportunities to improve performance. The purpose of this paper is to provide a description of an organization and an analysis of the following: mission, vision and values, strategic plan, goals, and objectives, key operational processes and patterns, informational technology use, organizational priorities and investments, the elements of the organization's culture, and the influence of culture on meeting organizational goals. Frameworks
Humility of Mary Health Partners (HMHP) will serve as the organization for analysis. The two frameworks that offer the best insight into how to make changes in HMHP's organization are that of Good to Great and the five P's. Geller (2006) discusses that good-to-great companies simplify their complex world into a single unifying principle or vision that provides organization and focus for their daily activities. According to the American Society of Health-System Pharmacists (ASHP) Foundation (n.d.) the five P's include purpose, patients, professionals, processes, and patterns and allows an organization a unique view of the microsystem's anatomy by guiding them to see things differently, ask new questions, and consider new options for the future (ASHP Foundations, n.d.). With these two frameworks in mind, HMHP can be further analyzed. Mission, Vision, and Values
The mission of HMHP is to "extend the healing ministry of Jesus by improving the health of our communities with emphasis on people who are poor and underserved" (HMHP, 2014). Desmidt, Prinzie, and Decramer (2011) discuss that mission statements are the starting point for every strategic initiative. The vision of HMHP is to be the preferred regional provider delivering exceptional health care services, meeting needs, and exceeding expectations (HMHP, 2014). A vision presents what the organization wants to become and gives direction for the organization's future (Nelson & Gardent, 2011). The core values that HMHP strives to meet every day include those of compassion, excellence, human dignity, justice, sacredness of life, and service (HMHP, 2014). The value statement for an organization clarifies how an organization will conduct its activities to achieve the organization's mission and vision (Nelson & Gardent, 2011). The mission, vision, and values of HMHP can help the organization improve performance when it comes to making changes. If the mission, vision, and values are taken into consideration, they can help to guide the actions of its employees. Strategic Goal, Plans, and Objectives
The strategic planning process looks at where an organization is and where it wants to go, and centers around the organization’s purpose, mission, philosophy, and goals in relation to external influences of the organization (Marquis & Huston, 2012). HMHP is an organization that wants to meet the needs of the people they see and by using compassion, excellence, human dignity, justice, sacredness of life, and service. One of the goals that HMHP is to recognize nurses as highly skilled and compassionate healthcare professionals who positively transform the experience of care within diverse populations. This goal can be met by evaluating the objective of creating an environment that promotes high quality patient care. Key Operational Processes and Patterns
Operational process and patterns are a way to standardize the approach to the activities that are performed in an organization. HMHP has...
References: ASHP Foundation. (n.d.). Assessing your microsystem with the 5 Ps. Retrieved February 5, 2012, from http://www.ashpfoundation.org/lean/CMS9.html
Desmidt, S., Prinzie, A., & Decramer, A. (2011). Looking for the value of mission statements: A meta-analysis of 20 years of research. Management Decision, 49(3), 468–483.
Groves, P. S., Meisenbach, R. J., & Scott-Cawiezell, J. (2011). Keeping patients safe in healthcare organizations: a structuration theory of safety culture. Journal of Advanced Nursing, 67(8), 1846-1855.
Humility of Mary Health Partners. (2013). HMHP Annual Report to the Community. Retrieved from http://www.hmpartners.org/aboutus_annualreport.aspx
Humility of Mary Health Partners
Marquis, B. L., & Huston, C. F. (2012). Leadership roles and management functions in nursing: Theory and application. Philadelphia, PA: Lippincott, Williams & Wilkins.
Nelson, W. A., & Gardent, P.B. (2011). Organizational value statements Healthcare Executive, 26(2), 56-59.
Please join StudyMode to read the full document