Leadership Theory in Clinical Practice

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Table of Contents

Selected Organization: Departments
Ways in Which the Hospital Function Efficiently and Smoothly
Problems in Coordination and Communication
Causes of Communication and Coordination Issues
Organizational Performance
Recommendations for Organization Design and Coordination
Conclusion
References

Business organizations tend to have different departments, functions, or units that collaborate to deliver the intended goals promptly. Managers should apply evidence-based skills to maximize collaboration and improve the way leaders in different segments liaise and coordinate with each other. This paper uses my current healthcare organization to describe how different departments are structured and how they function effectively. The discussion goes further to identify the existing problems and outlines the most appropriate recommendations that can make a significant difference in the institution.

Selected Organization: Departments

The identified organization operates and competes in the healthcare sector. Its key services include inpatient care, outpatient care, and minor surgery. Some several departments and units coordinate to ensure that the facility achieves its objectives. Currently, a hybrid structure exists whereby the facility has combined its divisional and functional elements. This means that it has specific units that focus on the major operations and management while other departments pursue care delivery efforts. The hospital uses this structuring method to ensure that there are effective management and allocation of both knowledge and human resources (Reed, 2017).

There are specific departments that consider evidence-based initiatives and strategies to ensure that the available services meet the demands of all patients (see Figure 1). The functional departments existing in this organization include human resources, procurement, and finance. These three divisional units support the organization’s performance. This kind of structuring makes sure that all departments collaborate, share ideas, and solve problems to support the hospital’s objectives.

Figure 1: Structure of Departments.

The nature of this health institution has continued to dictate how departments collaborate and interact with each other. For instance, the procurement unit communicates constantly with other sections to ensure that the right supplies are identified and acquired promptly. Similarly, the care delivery departments liaise efficiently with the HR one to ensure that the right services are available to individuals in need of outpatient or inpatient medical support.

The HR department is an important part of this organization since it collects information from all other units in an attempt to make informed decisions (Burns, Bradley, & Weiner, 2011). The HR leader shares ideas and insights with the chief executive officer (CEO) in an attempt to formulate new approaches for taking the hospital to the next level.

The three departments focusing on the delivery of medical care coordinate and share concepts throughout the process. The directors meet frequently, formulate the best strategies, and solve emerging problems. They also consider the projections and expectations of the finance and procurement units. The hospital considers the acquired information to develop appropriate measures and initiatives for delivering positive results (Reed, 2017). The inputs of all internal stakeholders are taken seriously to support the goals and performance of different units. Such collaboration measures explain why this hospital has continued to record positive results and fulfill the demands of its patients.

Ways in Which the Hospital Function Efficiently and Smoothly

Health organizations have different functions that work synergistically to improve performance, address the needs of all stakeholders, and increase profitability. At this hospital, the concept of departments supports the targeted objectives and goals. This has been the case since all units collaborate, share ideas, and make uniform decisions that can eventually support the delivery of high-quality services. The procurement and finance departments liaise in an attempt to minimize obstacles that might affect the availability of the required raw materials (Xu, 2017). This is a clear indication that all departments collaborate efficiently, thereby promoting organizational performance.

The leaders and health managers in this institution work tirelessly to make it successful. They achieve this goal by identifying the right practices and models for engaging and mentoring others. They solve emerging problems and implement new changes depending on the unique demands or expectations of the identified patients. The management function undertakes numerous roles, including formulating appropriate strategies, supporting the established clinical guidelines, and promoting the level of coordination (Reed, 2017). Those in leadership positions use their philosophies to establish the best organizational cultures and ensure that the existing structure is informed by the targeted objectives.

The leaders of different units meet occasionally to solve emerging problems and pursue evidence-based action plans that have the potential to take the organization to the next level. They identify efficient initiatives for engaging and guiding their followers. They collaborate with health technologists to ensure that every care delivery activity is completed effectively (Brent, 2015). The inputs gained from the facility’s board and external consultants are considered whenever formulating new changes and strategies.

The HR department undertakes and completes its roles diligently to support the smooth functioning of this organization. The HR manager achieves such objectives by utilizing an effective hiring and recruitment model to attract skilled caregivers, physicians, and nurses. New employees receive timely training and resources depending on their key areas or activities. Similarly, the outpatient and inpatient departments conduct numerous researches to monitor most of the changes experienced in the health sector and propose superior methods for improving performance. All professionals work together, support decision-making processes, and present insights that have the potential to improve organizational performance (Xu, 2017).

The finance department liaises with the other units to ensure that all activities and initiatives are sustainable and capable of delivering the outlined profits. These approaches explain why this medical facility continues to function efficiently and smoothly.

Problems in Coordination and Communication

All departments in a health organization should collaborate and focus on the anticipated goals. In the selected facility, several areas have been observed to have various problems in communication and coordination. Although the hospital remains profitable, such gaps have been making it impossible for it to meet the needs of different individuals in the community (Burns et al., 2011). The first one is that of decision-making. The CEO of this organization requires that all departmental managers make appropriate choices and assessments depending on the issues they face. This means that there is an appropriate model for ensuring that all units collaborate and communicate effectively.

The second area that continues to record problems in communication is the alignment of departmental goals to those of the hospital. This has been the case since the managers have failed to implement powerful strategies for streamlining collaboration between units. The institution’s top leaders monitor the performance and effectiveness of the outpatient and inpatient departments since they appear to dictate its profitability. The third one is the implementation of change. Currently, the institution’s top managers are the ones who consider and introduce new transformations that can make the facility successful.

Whenever implementing a new change, leaders consider specific issues that can support the entire process (Alharbi, 2017). However, they fail to engage various departments properly throughout the period. This weakness explains why the area records challenges in communication and coordination. This hospital, therefore, requires superior measures to mitigate such challenges and deliver positive results.

Causes of Communication and Coordination Issues

The existence of a hybrid structure to connect departments and drive performance is the leading cause of the issues described above. Kaiser (2017) indicates that such a model allows units to formulate and pursue their objectives. Leaders of different departments should present adequate resources and approaches to engage their followers and workers. This means that the hospital lacks a clear strategy through which different units can collaborate, share ideas, and pursue the targeted organizational change.

Another potential cause is the strategies this organization considers to implement new changes. The above section has indicated that the topmost managers in this facility are the ones who introduce and support transformations. Consequently, followers and departmental leaders will tend to have a minimum or little influence throughout the change process.

The concept of a focal organization can be presented to examine and explain why this hospital has recorded these communication and coordination challenges. Burns et al. (2011) define a “focal organization” as a firm or group that has unique strategies, goals, and production procedures that are justified by the outlined mission and vision statements. Using this perspective, it is evident that the hospital has not merged its operations to foster collaboration and ensure that all departments have a common vision. This is the reason why each department has its unique goals while the HR unit is expected to meet the needs of employees. A proper communication approach and the introduction of a powerful strategy to promote collaboration will eventually make a difference.

Organizational Performance

The studied hospital remains successful and profitable in its industry despite the existence of the above problems. However, the presence of such issues in different areas is something that affects this hospital’s ability to become a leader in its sector. For instance, reduced levels of collaboration can increase the time taken to acquire resources and medical equipment, make appropriate decisions, solve emerging problems, and develop the most effective strategies.

With poor coordination, it becomes hard to implement change successfully in the institution due to resistance (Brent, 2015). The absence of effective communication is a major problem that affects the formulation and implementation of new strategies. This is a clear indication that the absence of such coordination and communication issues could have created the best environment for fulfilling the changing demands of different community members and patients. Such achievements or gains could have increased the hospital’s profits significantly.

Recommendations for Organization Design and Coordination

The presence of significant problems in this hospital means that there are specific areas that should be improved or addressed. The first suggestion will focus on the whole concept of organization design. Using this approach, leaders, and supervisors can begin by identifying the current gaps in collaboration and communication since they have always disoriented organizational performance. Without proper formulation of strategies and the inability to merge departmental goals, it has been impossible for different health leaders to support each other or be part of every introduced change (Kaiser, 2017).

This recommendation, therefore, introduces the process of identifying and addressing existing gaps in communication and coordination. This initiative will result in superior procedures, action plans, and practices that can eventually support the organization’s performance.

The second one entails the consideration of a powerful change model. Such a framework will ensure that unit leaders collaborate, communicate frequently, formulate goals, and ensure that every activity is informed by the outlined mission and vision statements. There is also a need to hire a communications manager to support the coordination process and streamline the way individuals share ideas (Alharbi, 2017).

This professional will link the HR, finance, production, and procurements departments. The best change model that has can transform the current situation is Kurt Lewin’s theory. This framework follows these three steps: refreezing, changing, and freezing (Kaiser, 2017). Departmental leaders will also be involved throughout the process in an attempt to solve emerging issues, facilitate communication, and cultivate empathy.

Conclusion

The above discussion has outlined some of the challenges making it impossible for the selected institution to maximize its profits and deliver high-quality medical services to the greatest number of patients. The existence of problems in communication and coordination means that there is a need for the hospital to consider appropriate initiatives for guiding departments to collaborate efficiently and support performance. The use of a powerful change model and the decision to develop a focal organization are evidence-based strategies that can make a difference in this medical institution. Such gains will ensure that the facility meets the health needs of many people in the community it serves.

References

Alharbi, A. Y. (2017). Leadership styles of nurse managers and their effects on nurse and organizational performance, issues and problems. International Journal of Information Research and Review, 4(9), 4516-1525.

Brent, N. (2015). Legally speaking: Care coordination and management. Web.

Burns, L., Bradley, E., & Weiner, B. (2011). Shortell and Kaluzny’s healthcare management: Organization design and behavior (6th ed.). Boston, MA: Cengage Learning.

Kaiser, J. A. (2017). The relationship between leadership style and nurse‐to‐nurse incivility: Turning the lens inward. Journal of Nursing Management, 25(2), 110-118. Web.

Reed, P. (2017). Translating nursing philosophy for practice and healthcare policy. Nursing Science Quarterly, 30(3), 1-12. Web.

Xu, J. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157. Web.

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