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Process centered organization healthcare systems

Process centered organizations aim at reducing costs while maintaining high level performance. Such organizations aim at achieving their missions and values by employing different strategies which are suitable in the market environment. Organizations face change in their daily operations and there is need to come up with better policies to management change while ensuring higher profits are achieved. Coordinating various departments requires establishing a proper reporting system where professionals can communicate with their managers for effective performance and achievement of goals and objectives.

Personnel need to be well managed and provided with appropriate equipments to perform their duties effectively. Many healthcare centers have failed due to poor management of change as well as poor systems designs and there is need to come up with better policies about managing these firms (American Hospital Association, 2000). In the healthcare industry, there are different structures used to conduct business. Several designs have been established in the healthcare industry to ensure goals are achievable.

Examples of structures in the healthcare include simple structures, bureaucracy structures, divisionalized firms and adhocracy. These designs are developed to link all stakeholders to the healthcare centers. Doctors, nurses, patients and other parties are controlled by the structural systems while performing their

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duties. Mintzberg identified three ways in which work can be organized; Process or occupation, purpose or division and matrix. In a process system, all personnel report to the manager and obtain directions about performing duties from the top. There is no room for invention.

In a purpose system, professionals report across their functional lines. A matrix system combines both process and purpose systems when professionals are reporting to their managers. Change management is a very important issue facing healthcare firms and enough analysis of reporting systems should be done to acquaint all stakeholders with proper mechanisms of managing these organizations (Applebaum & Wohl, 2000). Henry Ford Health System The healthcare center has survived many challenges in the market and has been able to maintain a high level profitability despite the turbulent market conditions.

Employees of the firm are trained on new technologies which are being introduced in the market. This helps workers keep in touch with new technologies in the market and avoid use of traditional methods which are inefficient. Staffs are required to learn how to operate new equipments and apply them in their place of work. Staff involvement in decision making is an important aspect of the firm and this ensures that all stakeholders participate in decision making. Use of computerized systems have been adopted to keep in pase with changes in technology and to ensure the firm does not lag behind in terms of technology.

Benchmarks are introduced such that workers have an obligation to achieve some goals within a specific period of time. Change management systems have been implemented to ensure the firm maintains profitability while adapting to new systems (Applebaum & Wohl, 2000). Conclusion Heal care firms are facing great challenge in terms of managing the changing environments in the industry. Firms which have failed in their change management strategies have incurred great losses and this trend should be reversed to secure the stability of businesses in the industry.

Change management should be well done by all concerned parties in the industry. Predictions are that the future of the industry is focused to have a lot of changes and managers should be prepared to establish proper mechanisms for managing the changing environments. References American Hospital Association (AHA) (2000). AHA Annual Survey Database Fiscal Year 1998. Chicago: Health Forum. Applebaum, S. H. & Wohl, L. (2000). Transformation or change: some prescriptions for health care organizations. Managing Service Quality. Bedford: 2000. Vol. 10, Iss. 5; p. 279.

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