Organizational Performance and Structure in Healthcare

Evidence has shown that good management plays a critical role in the improvement of system performance. According to Lega, Prenestini and Spurgeon (2013), effective management entails setting structures to ensure that there is favorable work environment for health workers. Bonenberger, Aikins, Akweongo and Wyss (2016) conducted a study to investigate factors that influence efficiency in the context of limited resources. Bonenberger et al. (2016) established that some of the factors that enhance organization performance include communication, a wide decision-making space, and management of time and proper channels of financial management. Therefore, organizational structure that allows communication, space for decision making leads to efficient care delivery and stronger health system performance.

The organizational performance and structure are also influenced by the characteristics and the composition of the boards. Adawi and Rwegasira (2010) noted that boards can add value and hence enhance efficiency and effectiveness in care delivery. Chambers, Harvey, Mannion, Bond and Marshall (2013) conducted a systematic review of literature from Social Science Research Network, EMBASE, and MEDLINE in order to further understanding on how National Institute for Health Research(NHS) boards influence organizational performance. The study established that various models of board composition have a different impact on organizational performance and structure. Thus, effectiveness can be achieved by modifying boards in relation to various contexts and desired outcomes.

References

Adawi, M., & Rwegasira, K. (2010). Toward developing an effective board: evidence From UAE-listed companies. Journal of Transnational Management, 15(1), 151- 75.

Bonenberger, M., Aikins, M., Akweongo, P., & Wyss, K. (2016). Factors influencing the work efficiency of district health managers in low-resource settings: a qualitative study in Ghana. BMC Health Services Research, 16(1), 1-14.

Chambers, N., Harvey, G., Mannion, R., Bond, J., & Marshall, J. (2013). Towards a framework for enhancing the performance of NHS boards: a synthesis of the evidence about board governance, board effectiveness and board development. Journal of Health Services and Delivery Research, 1(6), 7-158.

Curry, L. A., Linnander, E. L., Brewster, A. L., Ting, H., Krumholz, H. M., & Bradley, E. H. (2015). Organizational culture change in US hospitals: a mixed methods longitudinal intervention study. Implementation Science, 10(1), 29-42.

Lega, F., Prenestini, A., & Spurgeon, P. (2013). Is management essential to improving the performance and sustainability of health care systems and organizations? A systematic review and a roadmap for future studies. Value in Health, 16(1), 46- 51.

Nembhard, I. M., Cherian, P., & Bradley, E. H. (2014). Deliberate learning in health care: The effect of importing best practices and creative problem solving on hospital performance improvement. Medical Care Research and Review, 71(5), 450-471.