Organizational Structure at the Micro, Meso, and Macro Levels and its Impact on Healthcare Delivery
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Nov 24, 2024
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Stanford Hospital and Clinics
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Organizational Structure at the Micro, Meso, and Macro Levels and its Impact on Healthcare Delivery
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The Stanford Hospital and Clinics is among California's finest medical facilities. The Hospital is regarded as one of the finest medical facilities in the United States due to its exceptional service quality. Stanford Medical Center's success may be attributed to the excellent framework they've established. Stanford's stated mission is to "care for the patient, one another, and about everything that we do; to provide patient education to their family, and our other customers; to increase our working knowledge via the development of novel therapies and technology; and to explore innovative methods to improve health care." The mission of Stanford Children's Health is to heal the world, one child and one family at a time, by combining the best of science and compassion. The Hospital has always been dedicated to serving the people of the United States with the best medical treatment possible. The Hospital's medical team has as their top priority the maintenance and enhancement of the quality of treatment they serve its patients. Micro, Meso, and Macro Systems Level Expectations, as Determined by the Company's objectives, Vision, and Values
The expectations of Stanford Hospital leaders at the micro, meso, and macro levels of the
system are influenced by the Hospital's purpose, vision, and philosophy. The Hospital must coordinate its many systems to fulfill its purpose of providing high-quality care to its patients, and this coordination is required. Because of this goal, the Hospital must invest in research that
might lead to the discovery of novel and more effective treatments for a wide range of illnesses and other medical problems. According to Tretiakov, Whiddett, and Hunter (2017), the quality of
the health care personnel may be improved by implementing training and research programs since these programs enable staff members to gain new skills and discover new concepts. Implementing newly acquired knowledge and expertise increases the level of care that can be given to individual patients and the Hospital's overall efficiency. At the most granular level of the
Hospital's leadership, the expectations of the leaders are heavily influenced by the purpose of the Hospital.
The Hospital's purpose fundamentally affects the expectations of micro-level organizational leaders by encouraging them to improve health outcomes by discovering new and better means of providing high-quality medical treatment. For instance, Stanford Hospital can inspire nurses to enroll in further studies and development courses that improve their knowledge and experience in their field. In addition, the goal of Stanford Hospital to cure humanity through science and empathy, one family and child at a time, affects the expectations of the Hospital's Meso-level leadership by mandating more efficient workflow across all departments. A good organization of work ensures that duties are competently performed at the required time. Good organization of work at Stanford Hospital enables them to serve their patients in good time through effective coordination of the individuals involved in providing care. Through compassion, the Hospital's various departments can provide quality healthcare services to all patients in different states without discrimination.
The Hospital's purpose influences leaders' expectations at the macro level to empower its patients by providing them with appropriate information about their health and needs. Large-
scale decision-makers may react by enacting rules that encourage patient agency. The leaders at
the macro level of the hospital management can also be actively involved in ensuring that the policies are followed to ensure that the Hospital achieves the desired outcomes.
Approaches Used by Nursing Executives at Different Levels of an Organization to Achieve Patient Care
Stanford Hospital's healthcare delivery goals are to ensure that the organization can deliver optimal health outcomes by providing patients with cost-effective, patient-centered quality care. As such, the Hospital has designed its organizational structure to motivate healthcare professionals and patients to make healthcare decisions consistent with the main hospital goal. Micro-level nurse leaders in hospitals work on improving patient care by fostering a constructive rapport between nurses and their patients. A positive connection between the patient and the nurse improves service delivery due to increased efficiency in healthcare delivery
and a better understanding of the patient’s condition.
Nurse leaders in the meso level of the Hospital's management address healthcare delivery
goals through better work organization to ensure that healthcare services are patient-centered. Leigh, Rutherford, & Williamson (2017) asserts that patient-centered care improves patients' quality of life by allowing them to make decisions regarding their care and treatment after receiving information, advice, and support from healthcare providers. Also, leaders at the meso level of leadership of the Hospital can address healthcare delivery goals by encouraging the development of the staff members through training programs and development programs that improve their overall abilities and professional competence. Hospital leaders at the meso leadership level can also address healthcare delivery goals by closely supervising the nurses and primary care providers to ensure that patients receive quality care. Mustafa et al. (2019) state that
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adequate control of primary care providers improves accountability and increases responsibility among primary care providers. Nurse leaders at the macro level of the Hospital's management can address healthcare delivery goals by developing policies that ensure that the Hospital provides patients with cost-
effective healthcare services. The leaders at the macro level of the hospital system leadership can
address the healthcare delivery goals by implementing a leadership model that ensures that the Hospital provides quality patient care. As Hargett et al. (2017) assert, the leadership model impacts the flow, timing, and quality of work. A leadership model that provides positive inspiration and promotes development improves the quality of care provided by the Hospital.
The Micro, Meso, and Macro Levels of Nursing Leadership, Including an Exploration of Their Potential to Work Together to Enhance Patient Outcomes
Nursing leadership at the micro-level of the organization includes primary health providers who attend to the patient’s medical, physical, and emotional needs. The micro leaders of the Hospital encourage the division of labor in the provision of healthcare, where every professional handles what they have the professional and technical abilities to deal with effectively. Micro-level hospital leaders should possess positive personal attributes that help them build a conducive working environment where every professional can exploit their full potential in providing health care services to the patients.
Nursing leaders at the meso level of Stanford Hospital include the Hospital's departmental heads, service managers, and directors. Meso-level nursing leaders are responsible for organizing the Hospital’s activities and ensuring that every move is made at the required time
and to the expected standards. The nurse leaders at the leadership level help provide increased responsibility, consequently improving the quality of health care service delivery.
In addition, the chief nursing officer, vice chairman of nursing, and director of nursing services make up Stanford Hospital's executive nursing team. Macro-level hospital nurse leaders participate in policymaking and ensure that their policies are carried out promptly and efficiently.
The three levels of the hospital organization leadership can integrate their activities to improve outcomes by improving the coordination between each leadership level. The leadership model adopted by the hospital leadership can help the various levels of leadership to coordinate their activities to improve outcomes effectively.
References
Hargett, C. W., Doty, J. P., Hauck, J. N., Webb, A. M., Cook, S. H., Tsipis, N. E., ... & Taylor, D. C. (2017). Developing a model for effective healthcare leadership: a concept mapping approach. Journal of healthcare leadership
, 9
, 69.
Leigh, J. A., Rutherford, J., & Williamson, T. (2017). Stakeholder perspectives of an approach to healthcare leadership development through a multidimensional leadership development conceptual model. International Journal of Practice-based Learning in Health and Social Care
, 5
(1), 77-96.
Mustafa, S., Farver, C. F., Bierer, S. B., & Stoller, J. K. (2019). Impact of a leadership development program for healthcare executives: the Cleveland clinic experience. Journal
of Health Administration Education
, 36
(1), 77-91.
Tretiakov, A., Whiddett, D., & Hunter, I. (2017). Knowledge management systems success in healthcare: Leadership matters. International journal of medical informatics
, 97
, 331-
340.
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