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Planning an Effective Healthcare Organization Restructure

Identifying the Aspects of the Plan that Should be Changed

On the one hand, the idea of dividing an organization into smaller departments can provide better management to separate units. Introducing changes to each of the organized entities will be much more effective and easier (Kovner, 2009). On the other hand, division of human resources requires a significant restructure of the entire organization, as well as hiring new managers. What is more problematic is that training programs and information systems should also be adopted accordingly to meet the challenges of a redesign.

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In this respect, the interaction among the departments will not be efficient, which fails to contribute to successful coordination and communication. In this respect, the better solution here is to introduce a less drastic strategy to restructure the organization. In particular, retaining the current organizational structure and implementing the approaches for an individual organization should be more systematic. Additionally, specific emphasis should be made on retaining the employees’ morale through introducing specific training programs and professional assistance. Changes to corporate strategies should also be integrated, particularly when it comes to horizontal transformation.

Specific Strategies Needed to Address the Issues Identified by Mr. Spellman and Those Introduced by Top Managers

Instead of a complete restructuring of the organization, a consistent approach should be introduced that would significantly minimize the expenditures and increase the chances of employees’ quicker adaptation to changes. This will help managers solve the problems that can emerge after Spellman’s plan implementation. In addition, presenting consistent training programs and assistance will help meet the requirements of other top managers, including Pam Ewing and Tom Starks. At this point, establishing a corporate service department at each entity will be much more efficient than presenting it as an isolated unit.

Introducing Argument and Evidence to Support Changes to the Plan

Regarding the strategic plan under consideration, specific emphasis should be placed on the analysis of vertical and horizontal integration. In this respect, Burns and Pauly (2002) underscore the fact that neither of the integration types fails to ameliorate organizational and economic performance. In this case, horizontal integration is considered for meeting the requirements of a globalized community. However, these changes can provide certain improvements, but partially. The benefits are specifically attained to a possibility to introduce the economy of scale, which means increasing the capacity without integrating additional resources.

Lack of consistent steps and obligatory elements to carry out transformation can lead to failure. According to Lukas et al. (2007), there should be several interactive elements necessary for successful transformation. While regarding the case, such stages as engaging staff in meaningful decision-making and integration to link traditional boundaries and individual concerns are absent and, therefore, the plan can cause many organizational problems.

Finally, inconsistencies of transforming process cannot contribute to effective coordination and organization’s redesign in case some important components of successful health care functioning are missing (Schryer, 2004). As a result, the strategic plan can create difficulties in terms of increased turnover and a poorly shaped retention culture. A healthy environment, along with effective organizational culture, should be the priority while introducing structural changes.

The changes introduced above should protect the organization from the system and structural crisis and will enable the employee to adapt to transformations. A systematic and consistent approach to restructuring should be integrated to avoid increased turnover and enhance the overall culture in the employed environment.

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Burns, L. R., & Pauly, M. V. (2002). Integrated delivery networks: A detour on the road to integrated health care? Health Affairs, 21(4), 128–143.

Kovner, R. (2009). Short Case 12: A Proposal for the Restructuring of Wise Medical Center. In R. Kovner, A. McAlearney, & D. Neuhausaer (Eds.). Health Services Management: Readings, Cases, and Commentary. US: Health Administration Press.

Lukas, C.V., Holmes, S.K., Cohen, A.B., Restuccia, J., Cramer, I.E., Shwartz, M., &Charns, M.P. (2007). Transformational change in health care systems: An organizational model. Health Care Management Review. 32(4), 309-320.

Schryer, N. (2004). Implementing organizational redesign to support practice: The Tulane model. Journal of Nursing Administration, 34(9), 400-406.

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