Introduction
The Appalachian Regional Healthcare System (ARHS) is organized in a structure in which its 13-board membership function as a unit to aid the organization in achieving the desired results. This report looks into the organizational structure of the Appalachian Regional Healthcare System and how its structure is impactful from both the strategic and operational perspectives. In every organization, the structure is vital in shaping the organization’s ability to accomplish strategic initiatives and deliver patient services (Busse et al., 2019). Analyzing the internal structure, identifying the challenges and opportunities, and looking into the effects on the results provide the insights and knowledge that align with the organizational structure of the ARHS and how the overall outcomes can be improved.
Evaluation of the internal structure of the healthcare organization
The Appalachian Regional Healthcare System’s internal structure comprises various departments that contribute to running its operations. The organization has a primary mission to provide medical treatment, and every unit of its structure prioritizes the latter (Malakoane et al., 2020). The organization’s internal structure is such that all the components involve service delivery, finance department, human resource, finance, operations, supply chain, marketing, and the organization’s overall leadership.
In the case of the Appalachian Regional Healthcare System, service delivery in the organization is established so that specialized departments and units deliver a wide range of healthcare services as demanded. Under this, the responsibilities are assigned to ensure efficient service delivery flow. Also, the finance department manages the budgeting and controls the facility’s finances regarding planning and revenue cycles in the organization. The finance department exists to control finances and report the systems used to keep a closer look into the performance of various departments and further aid in the strategic decision-making of the ARHS.
Further, the operations department incorporates a structure that organizes workflow pipelines, optimizing resource allocation and ascertaining that the existing resources and the facilities are effectively utilized. The operations also involve using technology such as Electronic Health Records (EHR) systems that promote efficiency and enable faster delivery, reducing wait times (Kim et al., 2019). The result is that there are improved patient outcomes and experience. Furthermore, the human resource department facilitates the recruitment, training and manages the performance of healthcare professionals and support staff. This structure of the organization is key to ensuring a skilled and motivated workforce that charges toward the organization’s strategic goals.
Other structures are the supply chain, marketing, and leadership. The supply chain is concerned with procuring and managing medical supplies, pharmaceuticals, and equipment. The department functions to make strategic partnerships with suppliers and effective inventory management to ensure that the resources are timely available (Li et al., 2021). The marketing department promotes the organization’s services, builds the needed awareness, and develops marketing strategies to attract and retain patients. The organization’s leadership is on a hierarchy that oversees the organization’s performance, provides guidance, gives the needed direction, and implants an accountable and innovative culture in the organization. With effective leadership in the organization, priority is given to the organization’s mission and vision.
Implications of the Internal Structure on Driving Results from a Strategic Perspective
The internal structure of ARHS is influential in its ability to achieve its strategic objectives. Some of the elements of the organizational structure that impact the strategic initiative are:
Coordination and collaboration: With a well-defined and functional organizational structure, coordination and collaboration among the departments promote accessibly and quality healthcare service provision. Coordination and collaboration in the organization also enable the integration of services that the different levels of care delivery. Another element that promotes accessible and quality healthcare services is its structure’s decision-making process (Malakoane et al., 2020). A proper structure determines the decision-making processes, leadership levels, and communication channels—clear channels for communication and decision-making aid in implementing the organization’s strategic initiatives.
The organized internal structure at ARHS enables easy and effective allocation of resources. In such a structure, financial and human resources are optimally allocated to promote accessible and quality healthcare in the Appalachian region. When the resources are effectively managed, the priority is on the initiatives and mission of the organization (Zaid et al., 2020). Also another implication of the structure is the sense of adaptability to change. A flexible structure allows the organization to adapt to the changing dynamics, healthcare regulations, and technological advancements, which are efficient when implemented.
Implications of the Internal Structure on Driving Results from an Operational Perspective
The internal structure of ARHS impacts operational efficiency and effectiveness, which influences the different results in the service delivery process.
One implication is the optimization of the workflow. As a well-structured organization, ARHS promotes streamlined workflows, standardized processes, and efficient resource utilization, improving operational outcomes and patient satisfaction (Zaid et al., 2020). Staff engagement and performance are other implications. Engaged staff are empowered and accountable for the responsibilities in an organization. Further, the result is a positive work environment, enhanced employee development, and enhanced performance, leading to operational excellence towards the strategic initiatives.
The customer-centered approach is another implication of the internal structure and ensures clear communication channels between the customers and the caregivers to promote health. The enabled integration to deliver the services helps meet the patient’s demands and expectations. The results are positive in terms of patient satisfaction and longtime loyalty. Another implication of the operational perspective is the operational-decision making which is influenced by the internal structure in terms of speed and effective operation process.
Recommendations to align organizational structure to drive customer-focused results.
Some recommendations align with the customer-focused approach from evaluating the organizational structure and its implications.
The first is to enhance collaboration between the different departments of the organization. With a collaborative organizational structure and its departments, a customer-first approach is promoted. The different departments are motivated to work together on the initiatives, thus improving patient outcomes. Another recommendation is to invest in the leadership. Strong leadership in an organization ensures effective strategic planning and execution. Leadership training is organized to enhance skills in innovation and management (Zaid et al., 2020). According to Busse et al. (2019), organized decision-making processes are another recommendation as it ensures efficiency as quicker responses will save time and serve the patients. Other recommendations are implementing continuous improvement initiatives and outsourcing strategic partnerships to help achieve the strategic initiatives. The possibility is assessed based on the potential benefits as it leverages specialized resources and expertise.
Conclusion
In conclusion, the Appalachian Healthcare System’s organizational structure impacts driving results from a strategic and operational perspective. When the internal structure is evaluated, the opportunities for improvement are identified. The recommendations are key to realizing accessible, cost-effective, and quality healthcare provision in the High Country. Further, aligning with the organizational structure enables the organization to improve overall performance and deliver better patient outcomes.
References
Busse, R., Klazinga, N., Panteli, D., Quentin, W., & World Health Organization. (2019). Improving healthcare quality in Europe: Characteristics, effectiveness, and implementation of different strategies. World Health Organization. Regional Office for Europe.
Kim, E., Rubinstein, S. M., Nead, K. T., Wojcieszynski, A. P., Gabriel, P. E., & Warner, J. L. (2019, October). The evolving use of electronic health records (EHR) for research. In Seminars in radiation oncology (Vol. 29, No. 4, pp. 354-361). WB Saunders.
Li, Y., Chen, K., Collignon, S., & Ivanov, D. (2021). The ripple effect in the supply chain network: Forward and backward disruption propagation, network health and firm vulnerability. European Journal of Operational Research, 291(3), 1117-1131.
Malakoane, B., Heunis, J. C., Chikobvu, P., Kigozi, N. G., & Kruger, W. H. (2020). Public health system challenges in the Free State, South Africa: a situation appraisal to inform health system strengthening. BMC Health Services Research, 20, 1-14.
Zaid, A. A., Arqawi, S. M., Mwais, R. M. A., Al Shobaki, M. J., & Abu-Naser, S. S. (2020). The impact of Total quality management and perceived service quality on patient satisfaction and behavior intention in Palestinian healthcare organizations. Technology Reports of Kansai University, 62(03), 221–232.
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