The industrial model can be described as a creative tool that expresses a manufacturing process and differs significantly from the simple conceptual demonstration of working principles. Numerous healthcare organizations have adopted an industrial model, making them trapped in bureaucratic structures. First, health organizations that have an industrial model are often not flexible with the existence of little contact between the care providers and clients. Subsequently, the reduction on flexibility has resulted in slowed decision making noting that long chains of command have to be followed before any major decisions are made, which is characteristic of bureaucracies ( Coleman, 2018) . Slowed decision making is hindering innovation, problem-solving, and making healthcare organizations to divert significant amounts of time "working the systems" and politicking.
Additionally, healthcare organizations working within the industrial model have difficulties in improving the service provision as well as performance. It is worth noting that the reduced interaction between care providers and clients do not provide an opportunity for customer feedback, consequently leading to declining service quality ( Coleman, 2018) . Consequently, these healthcare organizations end up being structured in a hierarchical way to meet internal efficiency. In attempts to improve efficiency, these healthcare organizations are being evidenced by specialization with case managers, insurance providers, administrators, and specialists working in silos.
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Within the industrial model, healthcare organizations become such that the satisfaction of customers is not hinged on the satisfaction of care providers. Therefore, care providers are turned into “machine-like items” whose sole responsibility is service provision and often lead to medical errors. In order to move away from the bureaucratic nature, healthcare organizations ought to get relieved of the burdensome regulations and aim at achieving care provider satisfaction, translating it into customer satisfaction.
Reference
Coleman, J. J., (2018). Monitoring Prescriptions, Third-Party Healthcare Payers, Prescription Benefit Managers, and Private-Sector Policy Options. Oxford Medicine Online . doi:10.1093/med/9780199981830.003.0003
