Introduction
Healthcare providers must be in a position to describe the healthcare system and available healthcare organizational structures in order to develop an adequate understanding of how to integrate all the elements and dynamics in meeting the needs of target populations. This paper uses the first two chapters of Longest and Darr’s book and other resources to not only discuss several learning outcomes on the U.S. healthcare system but also to describe the major types of healthcare organizational structures.
Learning Outcomes on U.S. Healthcare System
First, I did not know that the judicial process could be used to develop health policies as I was of the opinion that health policies are only produced through the legislative process. Upon reading the chapter, I am now aware that the courts have jurisdiction and authority to use formal law to produce health policies (Longest & Darr, 2014). The second issue that I did not know prior to reading the chapter is how HSOs are classified. Now, I know that the methodology used in classifying HSOs is profit or not for profit (depends on profit motive), ownership (e.g., publicly or privately owned), length of patient stay (e.g., inpatients or outpatients), and role in the health services system (e.g., provision of ambulatory or social welfare services).
Third, I did not understand how health services organizations (HSOs) can improve their focus on populations and communities to provide greater efficiency in care delivery. Now, I have the knowledge that HSOs can achieve more focus by developing community care networks charged with the responsibility of “increasing access and coverage, enhancing accountability to the community, imbuing the healthcare system with a community health focus, improving coordination among the many parts of the healthcare system, and using healthcare resources more efficiently” (Longest & Darr, 2014, p. 17) The fourth issue that I did not know is whether health regulators have real authority. Now, I know that these regulators derive their authority from the U.S. Constitution and associated interpretations of the Supreme Court. Lastly, I did not know how health accreditation is done. Upon reading the chapter, I am now well versed with HSO accreditation, educational accreditation, and ensuing benefits.
Healthcare Organizational Structures
The most used organizational structures in healthcare settings include the functional organizational structure, the service line organizational structure, and the matrix or team-based organizational structure. The functional model employs a pyramid-hierarchy to not only define the functions associated with each unit or department in the hierarchy but also to outline important management positions allocated to those functions in a way that clearly reflects diverse levels of administrative and operational control prevalent in the health services organization (Longest & Darr, 2014; Siedel & Lewis, 2014). This structure utilizes a stringent sequence of command and unambiguous lines of reporting and accountability to ensure optimal delivery of clinical services and seamless management.
In the service line organizational structure, “a manager is appointed to head a specific clinical service line and has responsibility and accountability for staffing, resource allocation, budget, and financial control associated with the array of services provided under the service line” (Buchbinder & Thompson, 2010, p. 24). Moving on, the matrix organizational structure provides authority to specific departments or teams in a healthcare organization to achieve flexibility, improve lateral communication and coordination of services, and ensure the optimal use of pooled knowledge. An example of the matrix organizational structure is when functional employees (e.g., nursing professionals and dialysis experts) are allocated to a particular program such as kidney treatment and they are accountable to the program director of the kidney unit.
Conclusion
Drawing from this discussion, it is evident that the two chapters of the book have expanded my knowledge and understanding of issues related to the U.S. healthcare system and healthcare organizational structures.
References
Buchbinder, S.B., & Thompson, J.M. (2010). Career opportunities in health care management: Perspectives from the field. Sudbury, MA: Jones and Bartlett Publishers, LLC.
Longest, B.B., & Darr, K. (2014). Managing health services organizations and health systems (6th ed.). Baltimore, MD: Health Professions Press, Inc.
Siedel, L.F., & Lewis, J.B. (2014). The Middleboro casebook: Health strategy and operations. Chicago, IL: Health Administration Press.