Organizational Chart In the case of a hospital, it would have a bearing of some sort on who would or would not gravitate to an area even if people do not use it. It would have an effect on city zoning and planning just by its presence or lack thereof…and the list goes on. However, as with most organizations the employees and executives as well as any owners are going to be the primary stakeholders in terms of what business decisions are made, what is not done and, on both counts, why or why not (Olden, 2003).
The Children's Hospital of Massachusetts has a fairly basic and regimented structure. There is some lateral movement in some of the layers but it is mostly top down with a clear demarcation and assembly of who is in charge of what and who reports to whom. This report will briefly cover that and will also answer questions about how this organization compares to other organizations, the overall stakeholder relationship relationships that exist and how to improve all of the above, if possible. The organizational chart for the company in question is shown in the first appendix.
The purpose of this report is to critique, analyze and pontificate about the organizational and stakeholder structures and frameworks in a healthcare setting of the author's choosing. The hospital selected is the labeled as Children's Hospital of Massachusetts but is actually the University of New Mexico hospital as the source of the organizational chart was apparently meaning to anonymize the chart. They have a common sense organization and stakeholder structure. However, it could possibly be improved and analyzed further, so that will occur in this report. Beyond that, a description of the mission/vision statements of the organization will be offered. Also, some questions surrounding how similar organizations handle things as compared and contrasted against what University of New Mexico does will also be offered. While anything and everything can be improved to some degree, the CHM structure and mission are pretty solid and can/should operate quite well.
Knowledge & Comprehension
The mission statement of the University of New Mexico Hospital is as follows:
Our patient care mission encompasses serving as an accessible, high quality, safety focused, comprehensive care provider for all the people of Bernalillo County, and providing specialized services for people across the State.
Our education mission focuses on creating a patient care environment which is supportive of the educational programs of the UNMHSC health professional schools.
Our research mission focuses on the application of new biomedical knowledge, translated to innovative patient care programs and models of health care delivery, leading to health status improvement for New Mexico.
The vision statement of New Mexico is as follows:
UNMH will be the leader in improving New Mexico's health outcomes through both our academic specialty programs and our community responsive, culturally competent, patient care, education, and clinical research programs.
We aspire to be one of the nation's leading university hospitals which captures the synergy in being both an excellent academic institution and an innovative, community oriented public teaching hospital. UNMH will set the standard for excellence in quality and patient safety in public teaching hospitals.
The stakeholders and "customers" of the hospital would be a pretty broad group. As with most companies, the stakeholders would obviously include the employees and executives of the company. Also include would be anyone who owns any sort of stake in the company even if one is speaking of a non-profit although the ethics and details would be different. However, when it comes to certain types of organizations such as schools, colleges, hospitals, doctor offices and so on, there is very much a ...
As such, University of New Mexico Hospital would have two major tiers of stakeholders, those being the owners/employees and the public and patients at large. The structure of the hospital in question is fairly basic with the Chief Medical Officer and Vice President sharing the same highest stature. Just below that is the Medical Director of Inpatient Services, the Administrator of Professional and Support Services and the Administrator of Ambulatory Services. Those three are all even with the Chief Nursing Officer. In short, the top people for each major wing of the hospital, those being the field chief, the hospital medical chief and the administrative chief, are all at the same level as the nursing executive. Directly below the CNO are all of the department head leaders for all of the sub-departments of the above. The structure is basic enough to be simple but complex enough so that every major part and dimension of the hospital has one person ultimately in charge of deliverables and performance. The structure being spoken of is in the first appendix of this report.
The structure, both of the stakeholders as well as the people that run the hospital, is quite predictable in structure. As compared to other hospitals, there should be some strong similarities. In looking at organizational charts at random, the "top" people are roughly the same albeit sometimes with different names and the division of each department and its duties tend to be different as the size and scope of the hospital's offerings would also dictate what leadership structure is necessary to cultivate and uphold the hospital as it operates. However, other than those differences that are seen in hospitals of different types, of different specialties and in different areas, the amount of variation and different should be fairly minimal (Vaughn et al., 2014).
Organizational Structure Analysis
The structure of the organization meshes quite well with the stated mission and values of the organization. The mission statement, as one example, has a clear demarcation of three major facets and foci of the organization and this is mirrored in the array of different department heads and sections as listed in the organizational chart. Beyond that, there is a clear mention and commitment to the non-employee and non-owner stakeholders of the company as "community" or some variant thereof is mentioned in clear detail in the mission, values and vision of University of New Mexico Hospital. Given that the hospital is affiliated with a college campus, it easily stands to reason that their focus on helping and educating the community is indeed two-fold (UNM, 2014).
Analysis of Stakeholder Relationship
While not made clear in the organizational chart used for this report itself, the correlation and connection to the community leaps off the "internet page" when looking at the "About" page for the hospital. If one were to make a stakeholder chart, as created in the second appendix, shows two major classifications of stakeholders but shows that they are all part of the same larger group. There are some stakeholders that are a bit of a mix of each type of stakeholders such as vendors. However, they are lumped in with the group that they more associate with when such a mix occurs (Rudin et al., 2009).
Synthesis & Evaluation
The final section of this report sans the conclusion will cover a suggestion or idea that can be offered to the University of New Mexico Hospital to improve its image, its operations or both. The University of New Mexico absolutely should look at their online operations with the website that faces the public being the most pivotal and important part of that equation. Just some random things that can be added or improved will be suggested by the author of this paper. One thing would be a mobile app that allows a patient to check…
In the case of a hospital, it would have a bearing of some sort on who would or would not gravitate to an area even if people do not use it. It would have an effect on city zoning and planning just by its presence or lack thereof…and the list goes on. However, as with most organizations the employees and executives as well as any owners are going to be the primary stakeholders in terms of what business decisions are made, what is not done and, on both counts, why or why not (Olden, 2003).
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