Houston Methodist Hospital
HoustonMethodist Hospital was established in 1919. The Hospital is locatedin Texas and is the leading hospital in provision of health care andteaching facilities. The company has a teaching facility attached toit, Weill Medical College of Cornell University. The hospitalspecializes in health care over a wide range of fields, in additionto research. The hospital has a network of international medicalreferrals with hospitals in many parts of the world so as to meet itsgoal of providing medical care across the world.
Houston’smission statement is “To provide high quality, cost-effectivehealth care that delivers the best value to the people we serve in aspiritual environment of caring in association with internationallyrecognized teaching and research." This indicates that thehospital is committed to proper health care that is backed Christianvalues of humanity (Rajji, 2013). Thisextends to the teaching facilities, where the aim is to providesufficient health care through teaching and research. The hospitalalso makes it possible to afford health care through affordablemedical facilities.
Thehospital is committed to helping its employees to improve theirskills through continuous training, which ensures that employees havethe best skills to offer services to its clients. The employees coverdifferent fields from medical care, to management, and support staff.The employees are part of the team that is committed to provision ofquality services to its clients. The hospital’s stakeholdersinclude colleges, shareholders, and clients (Sibley, 1989). Theseplay different roles and the hospital has a coordinating functionthat ensures that all the stakeholders get the best services from thehospital (Watanebe, 1999). The hospital has a board of directors thatis responsible for overall management as well as oversight of thehospital.
Thehospital’s organizational structure is comprised by a chiefexecutive officer, who is deputized by one executive vice president.The vise president is in charge of six senior vice presidents whohead different departments of the hospital, and also chairs. Theseare responsible for heading the six crucial departments of thehospital. These include human resource, nursing, operations, financeand transport, quality operations, TMHRI, TMHPO, and qualityassurance. These senior vice presidents are responsible forcoordination of the different activities of the hospital.
Theorganizational structure is effective as it insures that there is awell coordinated system of operations. The structure also facilitatesbureaucratic operations with a clear line of command. This enhancesaccountability and facilitates coordination of services. The abilityto coordinate accountability also ensures that each department isheld responsible for different actions that are important to thehospital (Watanebe, 1999). This also ensures that the core businessof provision of health care is well supported by differentdepartments so as to offer the best quality services.
Theorganizational structure ensures that the hospital can meet itsmission of providing quality and affordable health care as well asteaching services. This is because the hospital has clear lines ofoperation that support the core business. The different departmentsare tied to the nursing and teaching goals, and this ensures that thebest services are provided through specialization of activities(Sibley, 1989). The central command system of a sing chief executiveofficer also ensures that the hospital has an organized center ofcoordination. This reduces chaotic scenarios that may result fromseveral centers of decision making.
Themajor departments, nursing and operations also have several vicepresidents under the senior vice president. These specialize indifferent activities that are central to the hospital. These arebased on major areas of specialization such as teaching, nursing, andoperations. The specialization sub divides the big departments intomanageable departments that are geared towards improvement ofservices. This facilitates a well- coordinated structure that cancoordinate activities due to a clear structure of operation(Watanebe, 1999). The clarity makes it possible to offer qualityservices as different departments take different responsibilitiesaccording to specialization. It also ensures that the facilitation ofactivities is handled by the most competent department according tospecialization.
Thereare seven core relationships at . These aremanagement, clients, stakeholder, referrals, teaching colleges,shareholders, and research center. The management is the core of theorganization. The management is responsible for running thehospital’s daily activities. The management is in charge ofdifferent departments that are responsible for coordination ofdifferent activities that relate to the other stakeholders. Thismakes it the most important aspect of the relationship. This isdifferent from the organizational chart that only takes care of therunning of activities at the hospital. The organizational chart onlycovers the internal affairs of the hospital. The management team inthis case, is only responsible for coordination of internalactivities (Shillabeer, Buss, & Rousseau, 2011). In therelationship chart, the management links the internal and externalaffairs of the hospital.
Thereferral relationship is the responsibility of the hospital in itsactivities with hospitals across that world for referral of cases.This relationship is responsible for ensuring that the hospitalreceives cases of patients who cannot be treated in facilities thatrefer them. This has created a mutual benefit relationship that takescare of cases that are referred from hospitals that have referralagreements with . This is covered in theorganizational chart, where the areas of specialization take inreferral cases in the areas of specialization (Drucker, 2008). Thislinks the internal and external affairs of the hospital. Thisexternal coordination between internal and external affairs iscoordinated in the relationship chart of the organization.
HustonMethodist hospital also has a relationship with Weill Medical Collegeof Cornell University. The role of the hospital is to offerfacilities for practical nursing training to students. This ensuresthat the hospital provides an avenue for proper medical training dueto its quality facilities that act as suitable facilities for medicaltraining (Rajji, 2013). This is covered bythe organizational chart in the nursing department that isresponsible for offering medical care as well as training. Thisrelationship is coordinated through a system of mutual sharing offacilities, where the school offers further training for thehospital’s nursing staff.
Thehospital also has a number of shareholders key among them being theMethodist church. The hospital offers services that are based onChristian values of treating and maintain high ethical standards. Thehospital also has a relationship with suppliers, who providefacilities and the necessary equipment to the hospital. Thisrelationship is maintained through mutual trust and good customerrelations. This is part of the hospital’s operations departmentthat includes supplier services. This ensures that the hospital getsthe best quality supplies that are required by patients (Shillabeer,Buss, & Rousseau, 2011).
Themost important relationship is between the hospital and the patients.This is because the hospital’s core business is to provideexemplary medical services to its patients (Sibley, 1989). Thisrelationship is maintained through a killed and qualified workforcethat specializes in different medical fields. This is also supportedby the research department that seeks to improve medical servicesthrough a robust research in the medical field. The researchrelationship is facilitated by coordination activities with thenursing department that presents challenges that need to be tackled.This is as opposed to the organizational chart that handles the twoas different entities with clear management distinction.
Theorganizational chart indicates that the process of ensuring that anorganization performs its duties according to the mission and values,there needs to be a clear organizational structure. This assignsduties and responsibilities based on the various needs of theorganization. The allocation of duties and responsibilities isimportant and it creates clear channels of coordination ofactivities. The chart also creates clear lines of communication basedon organizational duties and responsibilities. This is important asit eliminates confusion and facilitates achievement of goals andobjectives.
Therelationship diagram illustrates how different activities arecoordinated through relationships to ensure that the activities aregeared towards ensuring that the organization’s core business isachieved. This is because any relationships created are gearedtowards facilitating the core business. The relationships arepurposeful and create meaning in the business through properfacilitation (Drucker, 2008). The relationship is important as itensures that the people and activities handled in the business areclosely linked to the necessary organizational parts in theorganizational structure. This process ensures that there isaccountability and all the players in the organization play theirrespective roles with efficiency.
Drucker,P. F., & Maciariello, J. A. (2008). Management. New York,NY: Collins.
Sibley,M. M. A. (1989). The Methodist Hospital of Houston: Serving theworld. Austin, Tex: Texas State Historical Association.
Rajji,B. (8/07/2013). “Methodist Hospital System`s newname focuses on Houston roots” HoustonBusiness Journal. Houston: HoustonBusiness Journal.
Shillabeer,A., Buss, T. F., & Rousseau, D. M. (2011). Evidence-basedpublic management: Practices, issues, and prospects. Armonk, N.Y:M.E. Sharpe.
Watanabe,I. (1999). World-class management practices: Enduring methods forcompetitive success. Menlo Park, CA: Crisp Publications.