Organizational analysis report

Introducing Dell Children’s Medical Center

The Health Care Organization I will assess and analyze is Dell Children’s Medical Center (DCMC), which is part of Seton Healthcare whose parent organization is Ascension Texas. This is a great organization to work for as they strive to care for their patients and staff.  The mission of DCMC is a “center of excellence for children’s health with a strong alliance of expert personnel, facilities and other specialty resources, we are dedicated to the care of children and adolescents throughout 46 counties, and we believe  no child should be refused healthcare regardless of their family’s financial circumstances” (DCMC, 2011).  At the organization, we strive to make sure that all children, no matter what their circumstances are, receive excellent healthcare.  Our vision is that we are strong Catholic health ministry, which will lead to the transformation of healthcare and we are committed to the health and well-being for our communities that we serve (Ascension Healthcare, 2017). We strive to be the best through the provision of cutting-edge services and best care possible.

Leadership

Our top leadership is led by Anthony Tersigni who is the President and Chief Executive Officer of Ascension Texas. The direct head of DCMC is Michelle Robertson, who is the President and CEO of Seton Family of Hospitals, followed by Christian Vasquez as the Interim President. Deb Brown is the vice president of patient care services and is also the chief operating officer with Mellissa Taylor being the executive assistant. The top leadership has adequate background in the management of healthcare besides having worked at the institution for some time. For instance, the president and CEO, Robertson, has a Masters in Business Administration and is also a Registered Nurse besides having served different roles at the Seton Family of Hospitals, one of them being the Chief Operating Officer. The direct reports to the president/CEO include Brown (CNO/COO), Terry Stanley (pediatric market director of clinical quality and operational effectiveness), Moise Levy (physician-in-chief), and Robert Schlechler (surgeon-in-chief) (DCMC, 2017).

Our chief nursing leaders (CNL) and direct reports are DEB (CNO/COO), followed by Anna Michel (sr. director of nursing), Tony DeDominico (sr. director of operations). Paul Bell (clinical manager –cardiac), Tylor Maloney (sr. project coordinator), and Liz Stacy (project coordinator). Deb Brown, the highest CNL has previously served as the interim COO in the facility, which implies that she has an impeccable understanding of the facility and the roles expected of her position. She has also worked in other junior positions in the organization and, as a result, she has a deep understanding of what it takes to be the primary care giver. Some of her initial roles include nursing in the pediatric intensive care unit, director of transport services, and director of trauma service. Her typical roles align with those expected of a CNL such as the enforcement of compliance, provision of resourceful leadership, and the development of a positive work environment. Brown’s dedication to patients can be illustrated by her participation in the development of the trauma service line that gained the accreditation by the State of Arizona as the first Level 1 Pediatric Trauma Center.

Communication

Communication is predominantly relayed via e-mail, web cast, and town hall meetings. Leadership sends out information in many different forms so that every can receive the information. We use the SBAR framework in our communication throughout the hospital. SBAR represents; S is the situation or what is happening, B is the background of the current circumstances, A is the assessment of the issue at hand, and R is the recommendation or how to fix the issue (Weller, Boyd & Cumin, 2014). Generally, the communication framework simplifies the message for easier and effective decoding among the recipients besides being centered on problem-solving.

We also utilize the closed-loop communication, which is a three step strategy where the sender directs the instructions to the receiver, receiver confirms they heard and understood, and the sender verifies the message received and heard correctly (Weller, Boyd & Cumin, 2014). The communication strategy seeks to lower the effects of noise in the delivery of messages by ensuring that the meaning is properly understood. Considering that the incident of conflict arise even when communication is clear, the facility has a conflict-resolution strategy that involves collaboration and compromise. Ideally, components of a party’s idea may be considered in the provision of a solution or completely disregard, especially on the grounds of ethical practice. Irrespective of compromises, the leadership uses the method of conflict resolution because it requires both parties to give and receive (Elena Losa Iglesias & Becerro de Bengoa Vallejo, 2012).

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Motivation and Reward

The staff is motivated and rewarded through excellence in action awards, recognition luncheons, and Daisy awards. The awards are given for the recognition of excellence in the provision of healthcare services, normally depending on the productivity of the individual. The performance of employees is rated on a yearly basis where those with a score above 2 are given a raise in their salary besides being the recipient of the yearly bonus. Motivation is not entirely extrinsic considering that the management also consider some intrinsic approaches. For instance, the employees are given autonomy in making of clinical decisions besides their input being considered in the making of major organizational changes. As a result, employees have a high sense of responsibility and dedication to the provision of high-quality care, which prompts further indulgence.

Summary

DCMC is one of the leading pediatric facilities in Texas whose organizational structure and culture is highly sophisticated for the provision of quality care. Employees in the highest positions are dedicated towards the achievement of the mission and vision of the organization through the integration of their superior organizational management awareness as well as clinical knowledge. For instance, the CNL has a broad background in the provision and management of primary care that she has earned through years of practice in the field. Considering the significance of communication, different frameworks such as SBAR and closed-loop, facilitate effective passage of messages and feedback. Also, the management is also dedicated towards the motivation and reward of employees through both intrinsic and extrinsic approaches such as autonomy in decision-making and awards respectively.