Introduction
Today, the ever-changing and growing healthcare industry calls for organizational structure with practical communication principles and governance in the organization’s leadership theories to aid in performance improvement in these healthcare organizations (Borkowski & Meese, 2020). This paper discusses the Utah Healthcare Corp. Ltd organization chart related to organizational structure and relationships of leaders, departments, and personnel shown in the organization chart. The paper further describes which communication principle would apply downwards and upwards to support workforce management and implementation. In addition, various organizational structures and issues relevant to a contemporary healthcare organization are identified in the paper, and leadership theories on improving organizational, team, and individual performances are described.
Organizational Structure of Utah Healthcare Corp. Ltd
Relationships of Leaders, Departments, and Personnel
Utah Healthcare Corp. Ltd. follows the hierarchical structure followed by the flow of authority from top to bottom hierarchy. The Managing Director and Chief Executive Officer manage the broader spectrum of all the operations and personnel working in the organization. It is closely related to the CEO and maintains functional areas like accounting, finance taxation, and budget planning. The chief services officer manages the delivery level of services, and a chief medical officer will control the medical services in the organization. The Chief Operations Officer is responsible for handling the critical functions that ensure the organization’s smooth running (Borkowski & Meese, 2020). Lastly, the executive director of sales and marketing is responsible for providing top-level marketing and sales strategy within the organization. In addition, all these key areas and departments have managers and personnel reporting back to their leader and fulfilling their organizational roles and responsibilities. In this configuration, the leaders stress leadership and management principles where the managers are accountable for their departmental performances and, by extension, every employee is accountable to the supervisors for their work performance.
Communication Principles that Support Workforce Management
Healthcare industries strengthen effective workforce management with sound communication principles that improve team building and decision-making, improve patient outcomes, and even enhance employee satisfaction (Borkowski & Meese, 2020). Firstly, communication communication among the head of the department, manager, and employees is necessary for a better understanding of the organization’s goals and objectives. It is necessary to have a strong communication bridge between the Clinical and Administrative Staff of the organization. Secondly, key personnel conduct regular meetings to communicate critical messages relating to the company’s growth and milestones (Ipinazar et al., 2021). Thirdly, it should include a Structure for Feedback and Suggestions that delivery will help identify the improvement areas and streamline internal workings. Fourth, all the employees should be encouraged and trained to get involved in open communications or transparent decision-making processes.
Organizational Structures within the Contemporary Healthcare System
The structure of the organizational model changed from a centralized to a decentralized healthcare system, and these variations arose due to complicated regulations and policies. In a centralized structure, there would be only one entity in the complete healthcare sector that would have all decision-making powers and control over the operational activities. It is more pronounced in publicly funded healthcare systems. On the contrary, the decentralized organizational structure provides individual healthcare providers or organizations with more decision authority and latitude while at the same time independently devising policies and operations (Borkowski & Meese, 2020). It is most prevalent in private clinics and smaller healthcare organizations.
Leadership Theories for Improving Organizational, Team, and Individual Performance
Theoretical leadership models applicable in healthcare organizations comprise Transactional, Transformational, Situational, and Servant Leadership (Borkowski & Meese, 2020). For example, the transactional leadership theory creates a favorable working environment where employees receive rewards for their level of performance. On the contrary, within the healthcare system, it may lead to legal and ethical violations that must be abided by the healthcare organizations, limiting its usage (Nurlina, 2022). Secondly, the transformational leadership theory emphasizes the potentiality of leaders in inspiring and motivating followers to realize their full potential, creating a sense of importance and belongingness among the employees. Thirdly, Situational Leadership Theory proposes that the leader in a firm should adopt different leadership styles depending upon the situation or be adaptable to a follower’s skill level. Fourth, Servant Leadership Theory stresses that leaders should feel responsible for serving others, thus leading to a sense of ownership and responsibility among followers.
Conclusion
In conclusion, the hierarchical organizational structure of Utah Healthcare Corp. Ltd and relationships between leaders, departments, and personnel. This paper also discussed the communication principles required for effective workforce management and implementation. Furthermore, it acknowledges the different organizational structures that prevail in the contemporary healthcare system and its related issues. Lastly, the research has identified different leadership theories that can enhance organizational, team, and individual performance, including Transactional, Transformational, Situational, and Servant Leadership theories. Although Utah Healthcare Corp. Ltd’s structure may be unique, the principles stated in this paper are universal enough to apply to any other organization within the healthcare sector with a similar aim of ushering in better organizational performance.
References
Borkowski, N., & Meese, K. A. (2020). Organizational behavior in health care (4th ed.). Jones & Bartlett Learning. ISBN-13: 9781284183245.
Ipinazar, A., Zarrabeitia, E., Rio Belver, R. M., & Martinez de Alegría, I. (2021). Organizational culture transformation model: Towards a high-performance organization. Journal of Industrial Engineering and Management, 14(1), 25. https://doi.org/10.3926/jiem.3288
Nurlina, N. (2022). Examining Linkage Between Transactional Leadership, Organizational Culture, Commitment and Compensation on Work Satisfaction and Performance. Golden Ratio of Human Resource Management, 2(2), 108–122. https://doi.org/10.52970/grhrm.v2i2.182
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