Organizational Goals and the Structure of Southern Hospital in Australia - Case Study Example

SOUTHERN HOSPITAL REPORT Summary This is report describes the mission, values, organizational goals and the structure of Southern Hospital found in Australia. The report also describes the skill mix and the population served by the hospital. INTRODUCTION Southern hospital is an Australian based hospital that serves the needs of indigenous communities. The hospital has a firm believe that a healthy indigenous population amounts to empowered population. The establishment of the hospital was inspired by the need to correct historical injustices committed against indigenous communities in the country who were denied quality healthcare. MISSION To be a leader in provision of quality and reliable healthcare to Australian indigenous communities VALUES 1. The hospital is committed to equitable and elimination of discrimination in all its endeavours 2. The hospital recognises the right of all Australians including indigenous communities to access quality and reliable healthcare 3. The hospital workforce is committed to reflect diversity of the Australian population ORGANISATIONAL GOALS To eradicate communicable diseases among Australian indigenous communities by 2015 through training and education of indigenous communities To provide affordable, quality and reliable healthcare that is accessible to all Australian indigenous communities by 2020 through financing, operating and constructing four new hospitals in regions inhabited by indigenous communities To employ more than 5,000 employees by the year 2020 who should be a reflection of the diversity of Australian population ORGANISATIONAL STRUCTURE Characteristics of the People Southern Hospital Serves The Southern hospital mainly serves the Australian indigenous communities. The communities include Aboriginal and Torres Strait Islander. As at 2011, there were about 575, 552 indigenous people staying in Australia. The indigenous community constitute 2.6% of the total Australian population. The hospital anticipates set up modern hospital facilities in North Southwest, Queensland and other states which have the highest population of indigenous population. Although the hospital mainly targets this population, it will also serve other Australians living in the areas where the hospital facilities will be set up. The indigenous community is mainly made up of young generation. The reason for targeting this population is the fact that there life expectancy is lower than that of non indigenous communities due to historical injustices which have resulted in few indigenous people being able to access quality and reliable healthcare, education, housing and employment. The population is vulnerable to many diseases both communicable and non-communicable. The main non-communicable diseases that have plagued this population include diabetes, cardiovascular diseases, and cancer and kidney diseases. Many indigenous people die from these ailments due to delayed detection and reporting of such cases. Number and skill mix of Employees of Southern Hospital The table below outlines the number and skill mix of Southern Hospital. It only details the skills needed to provide healthcare and excludes those involved in administrative functions such as directors and human resources (Dressler, 2004). Skill Number Comment Physicians 20 This include medical doctors specialised in various diseases General practitioners 15 This category include medical staff trained in various fields to provide different health services Nurses 60 This include registered, licensed vocational nurse and patient care technicians Midwives 5 These include trained professionals to assist in maternal delivery process. Southern Hospital Organization System Southern hospital is found in Australia and serves Australian indigenous communities such aboriginal. The hospital has an open system. An open system is where a firm interacts with its environment through exchange of information and resource. This essay provides a discussion on features of Southern Hospital that makes its system to be open. Like any other organization, Southern Hospital is not able to completely control its own behaviour but instead it is influenced by external factors to some extent (Mahr & Sheng, 2008). Australia is governed by a federal government where different states have their own governments. Regulations in the different states differ. For instance, in some states registered nurses have prescription powers while others do not confer such powers (Daft & Marcic, 2010). This implies that different facilities of Southern hospital located in different states must adhere to the prevailing regulations in that particular state. This implies that different regulation impact on the way the hospital transacts its business and this shows that the hospital has an open system. In addition to regulation, the hospital need to constantly address health issues that are often changing with time and place. Although the hospital mainly serves indigenous population, it also serves non-indigenous population whose medical needs differ from those of indigenous population. Thus, the needs of the customer influence the way the hospital serves its customers (Silverman, 2008). The fact that customer needs are an external factor that influences the hospital implies that the system of the hospital is open. The main raw materials for transacting business in hospital setting are drugs, hospital equipments and laboratory chemicals and reagents (Mahr & Sheng, 2008). The suppliers of such material come from different countries and there is variation in prices based on the prevailing economic situation. The supply of these materials also depends on the needs of the customers (Warner & Witzel, 2004). Moreover, the hospital depends on the labour markets for the supply of its workforce which is dictated by supply and demand. This implies that the hospital cannot influence the supply of the workforce and hence relies on training institutions to provide the required workforce (Pynes, 2009). Since the hospital cannot solely dictate what ought to be supplied and at what prices but rather depends on the needs of the customer, labour market dynamics and prevailing economic issues, the hospital has an open system. Southern Hospital is not the only hospital serving indigenous communities in Australia and as such, it will be competing with other institutions. This implies that the hospital activities and innovations will be influenced by the activities of other competing firms in the region. Such competition is unpredictable and as such, the firm will need to embrace change for it to dynamically remain competitive (Mahr & Sheng, 2008). The fact that issues such as innovation, and pricing of various services at the hospital will be dependent on those provided by other firms implies that the hospital is an open system. This paper has discussed features of the hospital that makes it an open system. The factors that influence the activities of the hospital that are beyond their control include competition from other firms, varying regulations, unpredictability of customer needs and unpredictability of supplies of different medical equipments and tools. How a team leader can create an exceptional teamwork The importance of teamwork at workplace is on the increase. The success of product or service in a firm depend people working together to attain a common goal (Silverman, 2008). A team enables a firm to utilize different people’s assets, and to accomplish tasks faster and efficiently (Mahr & Sheng, 2008). This essay describes how a team leader can effectively create an exceptional teamwork to ensure safety at Southern Hospital. The team leader for a group charged with ensuring safety at the hospital will need to motivate and inspire its members on the need to ensure safety at the firm (Barnard & Thompson, 2003). He/she will need to convince his group that they attaining safety at the hospital will benefit both members of the group and the hospital at large (Kirschenbaum, 2003). The team leader will also need to provide purpose for the team (Greenwald, 2010). This will need to provide timelines for accomplishing certain tasks for instance advising the hospital management on what need to be put in place. The leader will need to help its team to devise shared values that will guide it to attain its goals (Rainey, 2009). The leader will also need to establish a shared ownership of the proceeds of the team efforts. The team leader will also be expected to help all members of the team to develop fully by ensuring they participate actively in all issues of the team (Mahr & Sheng, 2008). The team leader will also need to engage all members of the team and make their work more interesting in order to attain their goals. The leader need to use questions and coaching methods rather than commands to ensure that his/her team is self-managed. The team leader will also be required to facilitate and lead in constructive communication among group members. Finally, the leader is only expected to monitor group members instead of micromanaging them. Thus, to effectively create an exceptional team in charge of ensuring safety at the hospital, the team leader will need to motivate and inspire; provide purpose; devise shared values; encourage shared ownership of results; engage; coach and facilitate effective communication among group members. References Barnard, C., & Thompson, K. (2003). Organization and Management: Selected Papers: Early Sociology of Management and Organizations. London: Routledge Daft, R., & Marcic, D. (2010). Understanding Management, 7th Ed. Sydney: Cengage Learning Dressler, S. (2004). Strategy, Organizational Effectiveness and Performance Management: From Basics to Best Practices. London: Universal-Publishers Greenwald, H. (2010). Health Care in the United States: Organization, Management, and Policy. London: John Wiley & Sons Kirschenbaum, A. (2003). Chaos Organization and Disaster Management. New York: CRC Press Mahr, B., & Sheng, H. (2008). Autonomous Systems: Self-organization, Management, and Control : Proceedings of the 8th International Workshop Held at Shanghai Jiao Tong University, Shanghai, China, October 6-7, 2008. New York: Springer Pynes, J. (2009). Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, 3rd Ed. London: John Wiley & Sons Rainey, H. (2009). Understanding and Managing Public Organizations, 4th Ed. Sydney: John Wiley & Sons Silverman, M. (2008). Compliance Management for Public, Private, or Non-Profit Organizations. Jakarta: McGraw-Hill Professional Warner, M., & Witzel, M. (2004). Managing in Virtual Organizations. London: Cengage Learning EMEA Read More