This paper examines the organizational design of Intermountain Healthcare, a nonprofit health system based in Salt Lake City, Utah. It covers the organization's formal mission statement, annual goals, ownership model, and hierarchical structure — from the Board of Directors down through executive officers and nursing leadership. The paper also analyzes how the vertical chain of command supports mission execution, how the nursing department is organized around collaboration, accountability, and innovation, and what conditions are necessary for organizational goals to succeed. A brief SWOT consideration and the role of cultural sensitivity in mission delivery are also addressed.
Intermountain Healthcare began as a small nonprofit organization based in Salt Lake City, Utah. With a well-crafted mission, a clearly stated vision, a patient-oriented philosophy, and an effective management strategy, it grew to employ over 32,000 people. Serving the acute healthcare needs of residents in southeastern Idaho and Utah, Intermountain's system of approximately 23 hospitals, clinics, physicians, and health programs delivers clinically exceptional medical care at an affordable cost.
Intermountain Healthcare has a properly drafted and well-communicated mission statement. Intermountain understands that a mission lays the foundation of an organization and is a prerequisite for its ultimate success. It explains the purpose of an organization and identifies the type of work it intends to engage in. With these principles in mind, Intermountain has established a mission that promises:
"Excellence in the provision of healthcare services to communities in the Intermountain region." (Healthcare, 2012)
Following this formal mission, Intermountain intends to provide excellent services to its customers, physicians, and patients — its most valuable asset. Intermountain also commits to delivering services with excellence and integrity. These actions are designed to strengthen patient trust and build lasting customer loyalty. Intermountain is committed to serving the diverse population of the Intermountain region, including the needs of the old and young, the poor and wealthy, and the inhabitants of both rural and urban areas, while remaining sensitive to cultural differences. As Intermountain states, "we understand the level of sensitivity to cultural differences."
Intermountain also intends to reflect the caring nature of its mission through concrete actions. As part of their mission, they state:
"Our services must be high quality, cost-effective, and accessible, achieving a balance between community needs and available resources." (Healthcare, 2012)
To fulfill these objectives, Intermountain aims to be a model and exemplary healthcare system. Recognizing the importance of financial health to organizational sustainability, Intermountain also declares:
"We will maintain the financial strength necessary to fulfill our mission." (Healthcare, 2012)
Goals lay the foundation for further planning in an organization (Business, 2012). They should be attainable, time-bound, and periodically revised to keep pace with the organizational mission. Intermountain sets annual goals to guide its progress. For example, the goals for 2007 aimed to:
Intermountain is a nonprofit organization dedicated to effective healthcare delivery. The Huntsman Cancer Institute at the University of Utah has partnered with Intermountain Healthcare to give patients the best possible chance in their fight against cancer. At most Intermountain hospitals, patients have easy access to both Intermountain's established best practices and Huntsman's outstanding research capabilities.
Intermountain Healthcare serves a complex network of patients and manages approximately 32,000 staff members. The organization provides care and facilities to workers with the primary goal of delivering cost-effective patient care. Intermountain's organizational structure is hierarchical and focuses on oversight and operational efficiency.
A Board of Directors sits at the top of the hierarchy. At Intermountain, it consists of senior healthcare professionals such as researchers and physicians, but also includes legal advisers, entrepreneurs, and public figures who help strengthen the organization's competitive position and financial base.
Beneath the Board of Directors is an administrative cabinet — a small team of specialists that includes a Medical Examiner, a Chief Financial Officer, and a General Litigation Counsel. These senior managers each oversee a small supporting staff; for example, an admissions team may report to a comptroller. Their primary duty within the organizational structure is to serve the Board of Directors rather than to function as direct patient care providers.
In addition to administrative and managerial leaders, Intermountain has executive officers dedicated to day-to-day hospital operations and patient care. A Chief Operations Officer oversees departments not directly associated with patient care. A Chief Medical Officer provides leadership to the clinical divisions that deliver services to patients. Intermountain also designates a Chief Nursing Executive. All other departmental leaders are organized under one or more of these three senior executives.
"Nursing vision, leadership, collaboration, and accountability"
"How vertical hierarchy supports mission execution"
"Resources, SWOT, culture, and communication requirements"
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