Write a 3 page essay on Management of Health Programmes- Organizational Design and Culture.Download file to see previous pages... Health care management has acquired a qualitatively different characte

Write a 3 page essay on Management of Health Programmes- Organizational Design and Culture.

Health care management has acquired a qualitatively different character from the days

of voluntary service of philanthropic spirit to present day business driven corporate

spirit. In this Session Long Project (SLP) based on the general aspect of the

knowledge of organizational design and culture, a practical example is given how

one big pediatric hospital with stood the wind of changes from old style stable health

practice to modern day market driven patient centered health care.

The children’s hospital of our interest was started by a group of doctors around

three decades back with the purpose of serving the society of course with an allied

intention of making little bit fortune also. In this setup each unit head was master of

ones own destiny. As shown by Mintzeberg (1973) the design and culture of the

organization was largely purpose driven and the staff used to report to their respective

unit heads (Mintzeberg, 1973).

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maintenance of doctors position,and that the human rights are above professional

privileges" (Bethune&amp. Hannat, 1998,p.103). The whole atmosphere was informal. In

this conducive, idea driven environment the hospital prospered and became one of the

best in country.

Two Decades Later

Now the hospital had several departments catering service in different streams of

pediatric specialty. Most of the doctors who lived for the ideas they cherished were

retired and the new generation was almost unaware on who's shoulders they are

Management of Health

sitting. At the height of glory decay started. The previous purpose driven informal

atmosphere became privilege for people with vested interest. Few individuals gained

importance at the cost of process and function. Inflationary pressures coupled with

mismanagement made the hospital costly. At the end of two decades there was utter

chaos.

Corrective Measures

At this juncture series of measures were taken. First, a Director was appointed and

every staff of the hospital were made accountable to him, including the unit heads. As

shown by Mintzberg (1973) the work was organized on the process driven principle

and everybody started reporting to the Director (Mintzberg, 1973). Second, monthly

once a full day was devoted to the meeting, with parents of the children treated by the

hospital the previous month. An interaction was setup between medical fraternity and

patients. Customer satisfaction took precedence over revenue generation. A regular

Public Relation Officer (PRO) was appointed.