Being a consultant for your healthcare organization, I have thoroughly evaluated the current organizational structure at all levels, including the micro, meso, and macro levels, comprising the influence on healthcare delivery. However, in my analysis, I have chosen to focus on Mayo Clinic as a case study to illustrate how organizational mission, vision, and philosophy impact the expectations of leaders at each system level and how nurse leaders at each system level address healthcare delivery goals.
Mayo Clinic is one of the leading healthcare organizations in the United States. Its mission is to inspire hope and promote health via integrated clinical practices, research, and education. Its vision is transforming medicine to link and cure as the global authority in treating chronic or complex diseases. However, the philosophy of the Mayo Clinic Organization is that the needs of its clients or patients are prioritized (Mayo Clinic, 2017). Additionally, these values that direct the mission of Mayo Clinic are in the bearing of the intent and vision of its founders; these values enhance its performance and regulate the behaviors of the leaders; they include; respect, where the organization prioritizes treating everyone in its diverse community, including colleagues, families, and patients. Integrity. The organization considers adhering to the highest standards of professionalism, personal responsibility, and ethics to be notable for the trust its patients place in them. Healing. The organization inspires hope and nurtures the well-being of the entire person, respecting spiritual, emotional, and physical needs. Teamwork. Mayo Clinic values the contribution of all, merging the skills of the individual staff in unmatched collaboration. Innovation. Power and infuse the organization, improving the lives of those they serve via the creative and unique talents and ideas of every employee. Excellence. Aims to deliver the best outcomes and high-quality service via the dedicated effort of each staff member.
Organization’s mission, vision, and philosophy and how they influence the expectations of leaders at the three levels of the system.
At the micro level, the leaders expect to offer high-standard care to patients, emphasizing patient-centered care, empathy, and compassion. Nurse leaders at the micro level are also accountable for ensuring that each patient receives the best possible care via effective communication, teamwork, and collaboration. Moreover, the micro-level leaders are required to ensure that all departmental goals are accomplished, and the allocated tasks are finished within time. Also, the Mayo Clinic vision inspires leaders to be devoted and remain faithful to their obligations (Fullan, 2011). Mayo Clinic’s values aid in maintaining teamwork towards offering team-grounded medical skills and advancing new physical and virtual healthcare models to accomplish the needs of many patients.
At the meso level, leaders warrant that the operations within their departments operate efficiently and ensure that all employees within each department conform to the clinic’s policies and procedures. Furthermore, at this level, the leaders expect to integrate and coordinate care across several microsystems, including the surgical service department. Nurse leaders are accountable for ensuring patients get integrated and logical care through efficient communication and coordination.
However, at the macro level, the organization’s leaders expect to guarantee that the organization’s mission, philosophy, and vision are reviewed in all facets, such as education, clinical practice, and research. Nurse leaders are also obligated to advance and execute policies and procedures that improve patient-based care, research, and innovation while ensuring that the organization meets accreditation and regulatory requirements.
Ways in which nurse leaders in each of these levels of the organization’s operations address health care delivery goals.
Nurse leaders at each level of the organization’s operation (micro, meso, and micro) address healthcare delivery goals in several ways. One, they work interactively with other staff and leaders to point out opportunities for improvement, advance and execute strategies to address these opportunities and examine the efficiency of these strategies. However, at the micro level, nurse leaders accentuate o enhancing patient outcomes, improving patient experience, and also reduce complications (Perez et al., 2022). At the meso level, they are focused on improving care integration and coordination, enhancing efficiency, and decreasing variation in care. At the macro level, nurse leaders mainly center on improving a culture of quality and safety, enhancing research and innovation, and promoting the organization’s reputation as the healthcare champion (Kitson et al., 2021).
There are a number of ways in which the three levels of the organization may integrate to improve patient outcomes. Nurse leaders at micro, meso, and macro levels offer valuable input to their leaders and staff, identifying potential obstacles to change and developing solutions to address these barriers. Another way in which these three levels of the organization integrate is through clinical and service integration. Clinical integration refers to merging service providers with patients or clients and care developed by professionals to ensure that it applies to all professionals through shared directions or guidelines (Farmanova et al., 2019). For example, in the Mayo Clinic, shared clinical guidelines and policies have been recognized to enhance clinical results for heart surgery (Shabtaie et al., 2020). Moreover, to improve the results of the Mayo Clinic, the system’s three levels (micro, meso, and macro) of the system must collaboratively work together by paying more attention to accountability for performance, interactive culture-conformed incentives, and physician-management collaboration.
In summary, the Organizational mission, vision, and philosophy impact the expectations of leaders at each level of the system. However, nurse leaders at each level of the system’s operation play a vital role in addressing healthcare delivery goals. Therefore, by working interactively, nurse leaders at the micro, meso, and micro levels can integrate to enhance the outcome, improve the organization’s reputation, and improve patient-centered care.
References
Farmanova, E., Baker, G. R., & Cohen, D. (2019). Combining Integration of Care and a Population Health Approach: A Scoping Review of Redesign Strategies and Interventions, and their Impact. International Journal of Integrated Care, 19(2). https://doi.org/10.5334/ijic.4197
Fullan, M. (2011). Change Leader: Learning to Do What Matters Most. In Google Books. John Wiley & Sons. https://books.google.com/books?hl=en&lr=&id=tycDDQAAQBAJ&oi=fnd&pg=IA2&dq=The+vision+of+Mayo+clinic+motivates+the+leaders+to+be+committed+and+be+faithful+to+their+mandates&ots=rgqbT0SWhf&sig=U8sGc0YwA6CZy6Cl9aLYpUzn-Mw
Kitson, A. L., Harvey, G., Gifford, W., Hunter, S. C., Kelly, J., Cummings, G. G., Ehrenberg, A., Kislov, R., Pettersson, L., Wallin, L., & Wilson, P. (2021). How nursing leaders promote evidence‐based practice implementation at point‐of‐care: A four‐country exploratory study. Journal of Advanced Nursing, 77(5). https://doi.org/10.1111/jan.14773
Mayo Clinic. (2017). About Us – Mayo Clinic Value Statements. Mayo Clinic. https://www.mayoclinic.org/about-mayo-clinic/mission-values
Perez, R., Khanna, S., Tillotson, G. S., Lett, J. E., Prince, M. A., & Lattimer, C. (2022). Reducing Recurrence and Complications Related to Clostridioides difficile Infection: A Panel Discussion Summary. Professional Case Management, 27(6), 277–287. https://doi.org/10.1097/NCM.0000000000000585
Shabtaie, S. A., Witt, C. M., & Asirvatham, S. J. (2020). Natural history and clinical outcomes of inappropriate sinus tachycardia. Journal of Cardiovascular Electrophysiology, 31(1), 137–143. https://doi.org/10.1111/jce.14288
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