The Texas health Harris Methodist-Cleburne Hospital abbreviated as THHM is situated at Cleburne, TX (Lashbrook, 2009). It forms one of the organizations under the Texas Health Resources (THR). THHM is a top-ranked health facility in the entire country mainly due to its emphasis on a project known as the Surgical care Improvements Project (CSIP) which is part of its core measures. The core measures focus mainly on four different clinical areas that include heart failure, heart attack, surgical care, and pneumonia. The health facility also performs at the top 15 th percentile in other regions. Through the application of various organizational theories and the appreciation of the facility’s structure and functionally, it becomes easy to understand the success of Texas Health Harris Methodist-Cleburne Hospital.
The focus of the case study is to highlight the several achievements that the organization has made with regards to surgical care and the improvement in quality and customer care. THHM has made a tremendous step in its operations which have mainly focused on concurrent review, changes to the care process, and the preprinted order sets which have played a significant role in ensuring that minimal errors are experienced. THHM is a system-wide collaboration that falls under the watch of the Texas Health Resources (THR) (Lashbrook, 2009). Under THR, several sister hospitals exist which follow the same philosophy held by the THHM. As such, for all organizations to work towards achieving similar goals, they must employ similar organizational management strategies. One of the theories used in THHM is known as the organizational theory which has been applied in the health facility for a whopping four decades. The theory primarily relies on individuals and teams working in an organization with a foundation divided into three classes. The 3 categories include the administrative theory, the bureaucratic theory, and the scientific management theory (Anheier, 2014).
Delegate your assignment to our experts and they will do the rest.
Anheier (2014) asserted that the scientific management theory achieves its success in the health facility by emphasizing on accumulating the best personnel, equipment, and processes that will assist the steering of the organization to new heights. The scientific management theory mainly takes advantage of tools to determine the most appropriate way select employees and perform work. In the case study, this becomes increasingly apparent when the facility hires a clinical outcomes specialist named Beverly Barton. Some of the functions that Barton was supposed to fulfill include the day to day management of the core measures and further reinforce the staff with regards to this objective. In the realization of the scientific management theory, Barton created report cards and served them to the medical staff, nurse leaders, and other corporate leaders which would be used as a platform of core measure performance. As such, the process assisted THHM to record an outstanding performance from the employees in working in the facility.
Another theory that was well applied in the company is the bureaucratic theory that explores various levels in the workplace in the shape of hierarchies (Anheier, 2014). The parent company, THR, utilizes the hierarchical system. The hospital has several departmental areas hence prompting the need for proper management. The theory illustrates the importance of creating various levels in the workplace. Frates (2014) explained that the hospital must, therefore, depict this by having key leaders, directors, administrators, and supervisors amongst others. Having such a system, according to the bureaucratic theory ensures that an organization such a hospital functions correctly and also provides that staff members are managed and treated fairly. Thirdly, the administrative approach focuses on planning, staffing, organizing, coordinating, directing, budgeting, and reporting amongst others.
Furthermore, the administrative theory draws its strength from grouping people and combining work under the supervision of one leader who controls the staff and the resources among other departmental needs. From the case study, the THHM fulfills this by starting work groups for nurses, anesthesiologists, and pharmacists among other medical staff who work to improve the surgical improvement measures (Lashbrook, 2009). The work groups integrate to provide recommendations in a bid to achieve a common goal. The goal, in this case, is to ensure that the departments run effectively and smoothly hence mitigating any possible errors.
Another essential tenet that can be discussed about the THHM is its organizational structure. Its organizational structure mainly takes the bureaucratic form earlier discussed. The facility has several levels including different departments vertically or horizontally. The hierarchical system employed by the THR begins with the position of the Hospital Director who acts as the chief executive officer of the facility. A step down is the position of the Human Resource and the Assistant Attorney general who occupy the same horizontal level. Further down are the positions of the specialist's assistants and the patient advocacy services. They further subdivide into several other roles including chief of support services, clinical services director, deputy hospital director, and director of nursing. Below them include staff members such as nurses, pharmacists, and doctors among other hospital staff (Lashbrook, 2009).
As a learning institution, THHM creates ample time to ensure that their staff members make improvements with regards to the quality and safety practices. As earlier intimated, the organization hired a clinical outcomes specialist whose function involved teaching the staff members about the core performance of the facility. The clinical outcomes specialist ensured that he created monthly staff meetings that would guarantee the staff critical knowledge towards their quality improvements. Part of the duties of the specialist included handing out reports indicating staff performance. Also, she gave one on one lectures and coaching where a practical demonstration of safety and quality standards could be seen. Whenever a staff member would fail due to non-compliance, she would send them letters to the responsible individual in a bid to improve their situation. Through the implementation of the training, THHM allows their staff members to learn from their mistakes and thus find valid ways of improvements.
In assessing the position of leadership, Texas Health Resources (THR) forms one the leaders of the THHM. THR is a non-profit and parent health care system that leads 14 different hospitals within its system. It plays a significant role in making critical decisions for THHM especially in the area of quality performance and improvements. THR has a department known as the Performance Improvement, and Patient Safety Council and another referred to as the Operations performance Improvement council which assists in improving quality and performance as pointed out in the core measures. It is through the permission of THR that THHM went ahead and formulated the position of the clinical outcomes specialist who works in close contact with the director of quality, nursing managers, medical staff, and other corporate leaders.
In conclusion, the THR and THHM ensure that their services run smoothly by employing various organizational theories. As such, this has given them an impetus to perform at the highest level which has also enabled them to rack up many awards for their distinguished work. The THR manages many hospitals within the United States and ensures that they emphasize on quality as far as surgical care improvements measures are concerned. Therefore, it remains incumbent among other hospitals and healthcare systems to emulate the work of THHM which has centered on working for a common goal to improve quality and welfare of the patients.
References
Anheier, H. K. (2014). Nonprofit organizations: Theory, management, policy . Routledge. Education, Inc.
Frates, J. (2014). Health care management: Theory in action . San Diego, CA: Bridgepoint
http://www.commonwealthfund.org/~/media/Files/Publications/Case%20Study/2009/Dec/1360_Lashbrook_Texas_Health_case_study.pdf
Improvement. The Commonwealth Fund. Retrieved from Lashbrook, A. (2009). Texas Health Harris Methodist-Cleburne: A system approach to surgical
