Management of Health Programmes- Organizational Design and Culture - A Essay

Management of wellness Programmes- Organizational Design and Culture - A Process Centered Concept (SLP) - Essay Examplewellness c are management has acquired a qualitatively different character from the days of voluntary service of sympathetic spirit to present day business driven corporate spirit. In this Session Long see (SLP) based on the general aspect of the knowledge of organizational design and culture, a practical use is given how nonpareil big pediatric infirmary with stood the wind of changes from old style stable wellness practice to modern day market driven patient centered health care. The childrens hospital of our interest was started by a group of doctors around three decades back with the purpose of serving the order of magnitude of course with an allied intention of making little bit fortune also. In this setup each unit head was master of ones own destiny. As shown by Mintzeberg (1973) the design and culture of the organization was generally purpose driven and the staff used to report to their respective unit heads (Mintzeberg, 1973). ... maintenance of doctors position,and that the human rights are above professional permits (Bethune& Hannat, 1998,p.103). The whole atmosphere was informal. In this conducive, idea driven environment the hospital prospered and became one of the best in country.Two Decades Later Now the hospital had several departments catering service in different streams of pediatric specialty. Most of the doctors who lived for the ideas they cherished were retired and the new generation was almost unaware on whos shoulders they areManagement of wellnesssitting. At the height of glory decay started. The previous purpose driven informal atmosphere became privilege for people with vested interest. Few individuals gained importance at the cost of solve and function. Inflationary pressures coupled with mismanagement do the hospital costly. At the end of two decades there was utter chaos.Corrective Measures At this junctur e serial publication of measures were taken. First, a Director was appointed and every staff of the hospital were made accountable to him, including the unit heads. As shown by Mintzberg (1973) the work was organized on the process driven principle and everybody started reporting to the Director (Mintzberg, 1973). Second, monthly once a full day was devoted to the meeting, with parents of the children treated by the hospital the previous month. An interaction was setup between medical fraternity and patients. Customer satisfaction took precedence over revenue generation. A regular Public Relation Officer (PRO) was appointed. First time in the history of the hospital process was given equal