Organizational design is a process of bringing together the staff members, information and technology resources present in the organization. The organizational design is based on a formal structure and can play a major role in structural management. Organizational design plays a very important role in bringing abut quality control processes and improving upon the quality of care. As organizations would be slowly considering and implementing improvements, organizational design is a variable factor (Medscape Today, 2007). There is a strong link between the organizational design and the performance of the organization.
The organizational design would also dictate the manner in which the work is being handled in the organization. There are significantly two reasons as to why an organizational design is arranged. Firstly, there is a constant follow of information in the organization, and secondly, flow of such information could be utilized for decision-making and management processes, requiring a lot of integration and coordination (Creteur, 2003). In the hospital Z, the organizational design is based on a centralized structure, which does not support quality control processes.
There is no autonomy at the clinical level, and all quality control processes are being implemented and managed at the administrative level. The primary reason for the quality control processes to be implemented at the administrative level was to ensure a greater savings in costs and to allow the administration had a greater control over the quality standards in the hospital. The administration was greatly interested in over viewing the quality performance in the hospital and to ensure that the costs of implementation any quality program was under its control.
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The administrative set up includes more of managers, administrators and hospital administrators, rather than physicians, specialists and clinicians. The clinicians are less frequently involved in any quality control processes. At the clinical level, several clinical processes may be on-going. Having a separate team to manage the quality control processes has resulted in both these processes not integrated in an appropriate manner. There has also been a conflict due to the centralized control over quality and the local control over the clinical processes (Medscape Today, 2007).
Many of the hospitals throughout the world would not be looking at the proper organizational design as they would not consider it important. However, a proper organizational design would improve upon the functional design and result in an improvement in the overall strategy. It is important that the hospital itself give importance to various functional units such as clinical departments. In each department a manager should be present and ensure that all the quality control processes should be a part. The allocation of resources and the general administration of all the quality control processes should be bottom-up rather than top-down.
Initially, there may be conflicts between the management and the clinical units over various issues, but having such a structure would improve the overall efficiency of the organization (Medscape Today, 2007). The organization should have quality control program in each department. Each of the clinical department should develop a quality control program to manage separate clinical issues. For example, the cardiac department could implement a quality control program for myocardial infarction, whereas the anesthesia department could implement a quality control program for pain.
The status of these problems should be assessed and evaluated at various stages starting from the admission into the hospital, till the discharge of the patient. Resources need to be allocated and staff members need to be assigned duties in order to manage such quality control programs. It would be difficult for the administration to conceptualize such program. The individual clinical departments are in a better position to understand the need for such programs and accordingly implement them (Ricard, A.
, 1999). Bibliography Ricard, A. H. (1999). A quality control program for acute pain management in out-of-hospital critical care medicine. Annals of emergency medicine , http://cat. inist. fr/? aModele=afficheN&cpsidt=1206356. Creteur, M. (2003). Organizational design and hospital performance. UCL , http://www. uclouvain. be/cps/ucl/doc/iag/documents/WP_51_creteur. pdf. Medscape Today. (2007). Organizational Design. Retrieved March 23, 2009, from Medscape Today: http://www. medscape. com/viewarticle/568115_4
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