HCM FPX 5314 Assessment 2 Alignment of a Health Organization Structure

Alignment of a Health Organization Structure

Coordination in a Health Organization Structure in the context of today’s environment is very important for effectiveness, availability and quality of care. This evaluation examines the organization of the ARHS, one of the largest and most diverse geographical and economic regions within the United States of America, and a key system in healthcare. Therefore, this evaluation will aim to determine ARHS strengths, weaknesses, and opportunities to be incorporated to strengthen the system and address the health needs of the Appalachian people.

Organization of the Appalachian Regional Healthcare System

ARH is a not-for-profit health system with 14 hospitals in Kentucky and West Virginia and multi-specialty physician practices, home health agencies, home medical equipment stores, retail pharmacies, and medical spas. ARH has approximately 6,700 employees, and together we pay $474 million in payroll and benefits that help our economies. The health facility is part of the multi-state system where ARH has more than 1,300 providers. ARH is the largest healthcare provider, the largest employer in southeastern Kentucky, and the third largest in southern West Virginia (AHRS, 2023). The Appalachian Regional Healthcare System (ARHS) has noted significant improvement in the improvement of its business processes. The ability to provide services has increased, with a 30% rise in telehealth consults; however, broadband access in rural areas continues to be an issue (ARH Connected Care, 2023). ARHS also enhances the availability of care in rural areas through a patient-centered approach as well as the use of telemedicine. In the financial field, it applies analytical techniques for resource and expenditure management, and the HR programs are geared towards employee motivation and development. The centralized procurement system contributes to better supply chain management as it results in cost savings due to the analysis of the costs of the demand (Thomas et al., 2021). In addition, the specific marketing approaches adopted for the community’s needs for health services encourage the use of services. To sum it up, all the functions of ARHS are interconnected, and each of them plays a role in the delivery of quality health care in a health care facility.

Barriers to Access, Quality, Cost-Effectiveness, and Organizational Structure

The following is a list of burdens that the Appalachian Regional Healthcare System (ARHS) must contend with regarding access, quality, cost, and organizational structure. Difficulty accessing telehealth services, with a lack of broadband access and geographic location, is particularly difficult for rural areas; the majority of patients rely on federal funding and Medicaid dependence (UNC Health, 2021). Poor quality of care due to high rates of chronic diseases and high nursing vacancy rate. The primary organizational structure barriers within the context of the Appalachian Regional Healthcare System (ARHS) are primarily within the hierarchy, as this impacts communication and slows down decision-making. Furthermore, geographical dispersion and resource scarcity in rural areas hamper collaboration and organizational efficiency, thus affecting service delivery (Morrone et al., 2021). Yet another issue for ARHS is cost containment issues, as it is funded by federal funds and Medicaid, which may not allow ARHS to have adequate funding. Other factors that affect the operation and cost of providing health care in the area are the high rate of nursing vacancies and equipment maintenance needs in remote areas. The impact of the organizational structure on the ARHS strategic results is important for the region, which may have different socio-economic and geographical characteristics. Decentralised organisational structure and decentralised decision making have the potential to respond to health needs of the community, improve the quality of service, and increase patient satisfaction. However, this also leads to the fluctuation of quality of care and allocation of resources (Abimbola et al., 2019).

Organizational Structure and Its Effect on Deriving Results from a Strategic

• Perspective

For ARHS to achieve its long-term goals and promote overall improved health for the Appalachian region’s population, the ability to integrate these trends into the organization, to adapt to external pressures, and to maintain coordinated, coherent operations is essential. From the operational side, the structure of the Appalachian Regional Healthcare System (ARHS) affects its operational performance with respect to providing healthcare services. It also helps ARH to address the different health issues affecting the society that is served by the healthcare facility, since it is a decentralized structure. Therefore, each centre in the network of the ARH is able to address the healthcare needs and cultural context of the region in which it is situated by building the capacity of local healthcare institutions. This local strategy will also improve the quality of the treatments delivered to the patients as well as increase patients’ satisfaction due to the consideration of the difficulties unique to a specific locality (Abimbola et al., 2019). The decentralization has a positive effect on the relationship between the healthcare providers and the patients, and thus the healthcare of the patients of Appalachia.

Impact of Organizational Structure on Deriving Results from an Operational Perspective

The decentralization has a positive effect on the relationship between the healthcare providers and the patients, and thus the healthcare of the patients of Appalachia. To overcome the potential challenges and the disconnect within the decentralized system, ARH should set up the KPIs, such as time taken in treatment, treatment outcomes, and then periodically review the outcomes and practice effectively. Enhancing staff training, the adoption of EHR, and incorporating the stakeholders’ feedback can also contribute to the enhancement of organizational performance and service delivery (Bhati, 2023). Recommendations that Best Fit the Structure to Achieve Customer-oriented Outcomes. To achieve the greatest level of alignment between the structure of the ARHS and the creation of customer-focused outcomes, the following recommendations may be made.

Recommendations that Best Fit the Structure to Achieve Customer-oriented Outcomes

The first is an organizational structure that involves the central management of care, but with the decentralization of implementing the care, this can enable a standard of care to be provided, while, at the same time, meeting the local requirements. For instance, the Cleveland Clinic’s centralized command center has enhanced patient traffic and resource management throughout the system (Cleveland Clinic, 2024). Second, standardized protocols will be implemented following Kaiser Permanente’s model of integrated care, leading to better quality of care and operations (Kaiser Permanente, 2023). Thirdly, the training of vast personnel, such as in the Mayo Clinic, can improve the quality of the services and the satisfaction of the patients (Furst, 2020).

Conclusion

Finally, the Appalachian Regional Healthcare System (ARHS) is at a crossroads, and redesigning its organizational structure to increase value added to its service delivery and performance may be very beneficial. With a hybrid approach that combines central governance and local delivery, ARHS can guarantee uniformity and flexibility. Standardization of procedures, staff training, and the use of technology will help to optimize operations and enhance the quality of care.