Partners Healthcare Organizational Structure

The superior act of living an effective life lies in the pursuit of excellent vision, to move from where we are to where we ought to be, either as a person or as an organization. A health care leader must motivate the organizational team, find how to work with the associates to effectively dedicate their time and energy to achieve the identified goals and objectives through the established vision. The team members need to buy into the vision, where they are currently doing what the leader envisions, the leader must encourage them, keep them on track and set standards for the team by setting goals and objective, flowing from the vision. This will enable the leader to move the health care organization to the expected performance level within the set time period. The leader must ensure that individual responsibilities of the associates are identified, motivated and resources provided to achieve the identified goals. To pursue the vision, I will lead the development of the health care organization’s strategic alignment of clear goals and objectives, to preserve the core mission and encourage progress toward the envisioned future state. Also, I will encourage and provide the direction for the organization without hindering the development of the goals that we expect to accomplish.

Evergreen’s Health leaders (CEO) has many qualities and has higher education backgrounds to lead their Health Care Organizations. They are also cooperating with different partnerships to assemble and organize ways to improve on their quality of care and hospitality. The implementation of Evergreen’s technology has surpassed other hospital leaders by working diligently in a respective and productive manner. The leaders of Evergreen Hospital focus on studying new and important innovations, which help improve their decision making about the outcome. An important quality of Evergreen’s leaders is that they are hard-working and open-minded, which affect the way they increase their leadership abilities. Evergreen health, senior leadership team and CEO have impressive representatives who propose their ideas for health system groups and “with business leaders at the Sammamish Chamber of Commerce.”

Anthony, Robert N., and David F. Hawkins. "Strategic Planning and Budgeting." Accounting: Text and Cases. 13th ed. New York: McGraw-Hill/Irwin, 2011. Print.

To build up a structure and sustainable components to empower WDHB to meet the vision of advancing patient and provider partnership in improving health quality and safety (HQSC, 2012).

We have already discussed the new plants organizations ethical and social obligations for the corporation on a global aspect, and the international management. Next our attention will be drawn to the finance and accounting for the plant (CFO). Organizations use financial statements to show how well they are performing in the market, and to convey with its stockholders and backers. In this memo, we will be examining key information in the new strategic financial project illustrate the several types of financial and accounting key functions.

1). This the company aims to establish by: 1) improving the service standards and their availability in meeting the health needs of numerous communities; 2) supporting physicians in their profession through “positive work environment” and access to varied resources and facility; 3) nurturing company employees and the professional environment in which they work; 4) recognizing the role of hospitals as community / company assets; and 5) improving the financial performance of hospitals, being valued as company

accountable practice. They need to keep up to date with relevant research, learning from other

Financial planning is an important component of developing and sustaining any business. The type of financial approach that an organization should utilize is dependent on the products and services that the business is providing, the types of clients that will be served, and the goals of the organization. Many healthcare organizations have adapted corporate planning to meet the needs of their organizations. Corporate planning has four stages: strategic planning, operational planning, budgeting, and capital budgeting (Nowicki, 2015). Strategic planning establishes the direction of the organization will take in the next three to ten years, while operational planning adapts the strategic plan into organization’s goals for the next year (Nowicki, 2015). Budgeting integrates the operational plan into the financial aspects of the business, like expenses, revenues, and cash, and capital budgeting arranges finances for capital expenditures, like equipment, buildings, or physical assets (Nowicki, 2015). All of these components are necessary for healthcare organization to provide services that the community expects, ensure the growth of the business, and allow the organization to compete within the healthcare field.

We care, we educate, we discover. All day, every day, one patient at a time. Our vision is to heal patient problem through unique care and compassion. We are achieving this vision by providing excellence health care services that are dedicated to each individual’s needs. We are constantly educating ourselves and the community on newest technique and technologies. We are using the latest knowledge and discoveries to provide extra ordinary patient care.

Leaving behind a well-groomed successor goes in favor of the leader rather than posing a threat. The leaders should plan their exit strategy so well that they can pass the baton to the next generation without missing a beat, hence, making the transition as smooth as possible. If the succession and mentoring plan is well orchestrated then the organization would be thinking about the leader and thanking him or her for the foresightedness. Research shows that billion dollar companies have succession planning as their top three priorities and successful health care leaders should absorb lessons from other successful organization to position themselves in the global competitive landscape as a cutting-edge organization, which is ready to meet tomorrow’s challenges head on. Even though the health care should not be treated as a business, but leaders should possess the entrepreneurial acumen. A leader is considered successful not when he or she is well-educated, and result-oriented, but the one who can put together a cohesive team, move things forwards with his or her far-sightedness. A leader is followed if he or she is passionate, wise, trustworthy, generous, and courageous enough to challenge the status quo by taking calculated risks (Andersen,

People, in general, have certain expectations of a health care organization. The main one, I believe, most people would agree with is to have standards to provide low-cost effective quality care. This is often presented in the principal foundation of an organization’s model of health care, embedded and established in the infrastructure of the organization. These models are responsible for the approaches of an organization’s performance, quality assessments, and quality management. As an employee of Avon hospital, a Cleveland Clinic (CC) health system hospital, I stand by their model set forth by their six fundamental beliefs and values of quality, integrity, compassion, collaboration, service, and innovation, which is the source of the

To improve the Healthcare Clinic’s organizational structure, I will add positions with qualified individuals, as this is a the simple way to “adapt to environmental uncertainty and complexity” (Daft, 2010) .According to Hodge (1996), “organizations that have appropriate structures for effective organizational operations will have clear lines of authority, accountability, effective differentiation, integration and a well developed and clear communication channels” (Hodge, et al., 1996). Taking into consideration the structural design of the Healthcare Clinic in 2012, there was a huge gap for role delegation and inadequate manpower to oversee all 6 clinics and 20 nurse practitioners in the city. As a leader, I would create a subgroup

As we all know, healthcare is becoming more difficult to see the forest for the trees. Changes to reimbursement and emphasis on patient experience require constant learning for clinicians and organizations alike. Organizations, like the Joint Commission, expect clinicians to be educated and prove competency to ensure highly reliable healthcare. It is the delivery of quality driven healthcare that focuses on prevention and positive outcomes that our patients deserve. As clinicians we strive to hone our craft and improve our skills all while guiding our patients to

As shown above there are multiple strengths, weaknesses, opportunities and threats that Partners Health Care faces. The first strength Partners has, which is often used in the media is that it is so large and is made up of 6000 + providers they are able to provide world class specialized doctors and a higher quality of care to patients (Partners.org, 2015). Also with revenue so high Partners is able to have it’s hospitals invest in new and updated equipment that makes patient satisfaction better. Partners has also established a few outpatient local facilities that way patients are able to stay close to home but have those specialized doctors from Boston. Its patient satisfaction is always

According to Tiller (2012), “a carefully designed organizational structure is a logical prerequisite for success” (p. 20). This holds true in health care today; the structure of an organization determines how efficient the facility will run, as well as setting the tone for the culture within the company. The organizational structure “describes the arrangement of the work group” making it the division of the work that needs to be done across the continuum of the organization (Sullivan, 2013, p. 12). The purpose of this paper is to take a closer look at the organizational structure that Grinnell Regional Medical Center (GRMC) uses. Assess how the structure supports client-centered care; the communication methods that are used;