Introduction
The cost of health care services in the U.S. and the world is significantly unaffordable to many people. The sector is no longer controlled by individual payers, who can demand high quality at minimal cost, but by insurance firms requiring more revenues. Even most privately operated care facilities in America do not care about the patients as they focus on money. The matter leads uncountable healthcare providers to initiate business operations targeting the investors’ personal interests, not the masses. Anatomic Pathology Laboratory (APL) aims to trigger transformation in the sector. The facility is a charitable academic health system operated by a public health trust. Currently, Anatomic Pathology Laboratory operates from four different regions in the U.S. The aspect exposes the not-for-profit organization to numerous costs and other shortcomings, including the inability to share products and technologies, cooperate with operations, and effectively manage the staffing issue. Consequently, the facility opts to adopt the centralization strategy to manage these issues and deliver improved care at a minimal cost. APL’s plan is biblical and draws basis from Ecclesiastes 4 and 1 Corinthians 12, which reinstate the need for combining resources for augmented helpfulness.
Organization Overview
Anatomic Pathology Laboratory is a significantly unique care promotion facility in the U.S. Unlike many other players in the sector, the organization hardly targets profits and handles all walks of citizens. The haves and have-nots find Anatomic Pathology Laboratory’s services highly reliable, leading to significant overcrowding of service seekers and excess utilization of the facility’s resources. Foregoing revenue generation strategies make APL dependent on donations to operate. Funds from the public are often hard to budget because of their unstable flow (Alaerts, 2019). Equally, running the public health trust demands appropriate financial management for effective operations and accountability purposes. Initially, the desire to extend services to customers located in several locations pushed APL to establish several branches. However, the tactic presently seems unsustainable due to several issues. Examples of the problems faced by the charitable pathology corporation due to the existing operational strategies are discussed below.
Challenged Sharing of Technologies and Products
Operating pathological labs is a costly endeavor based on the involved factors. The facilities require fine technologies costing lots of money. The fact that no entity plays singly in a market further necessitates the acquisition of the best technology in the market to realize competitive benefits. Medical conditions’ diagnosis procedures keep changing rapidly, forcing lab operators to adopt advancing technologies. Church and Naugler (2022) observe that a significant percentage of medical laboratory business’s costs goes to the replacement of obsolete technologies or acquiring new machinery. Accordingly, the more branches an organization operates, the higher the cost of sustaining the necessary know-how (Naugler & Church, 2019). The matter is not a big deal to many pathology establishments receiving reimbursements from the government and other private insurance firms in the U.S. However, relying on charity contributions makes it significantly hard for APL to continue its present scattered outlets, compelling the firm to think of an alternative strategy for survival.
APL’s current strategy exposes it to the challenge of sharing technologies. Often, the money reaching the organization is only adequate for buying emergent equipment or tools for some of the branches. The facet makes several other outlets lack the necessary tools to function well. Therefore, the corporation’s management bears significant pressure in apportioning the available finances and tech to the four subsidiaries. To function well, APL must find reliable ways to fit within its budget. Shutting some of the facility’s branches thus becomes necessary if the entity intends to maintain its present low-cost strategies. The centralization plan will help APL identify a specific convenient location for centralized operations. That way, APL will be able to use the scarce finances to equip the single facility to meet the correct standards. Similarly, centralization promises to reduce the management’s pressure, allowing them to adopt and implement fine-tuned strategies for the organization’s true growth.
Operational Gaps
Pathology lab serves to provide essential platforms for an investigation into the particulars and physiognomies of ailments to assist in determining an appropriate diagnosis. The Pathology lab is correspondingly a venue of knowledge development for medical scholars and medical specialists. Having an effective design and up-to-date technology makes for well-operated labs to help investigative services for hospitals and clinicians and augments the capacity to conduct leading-edge explorations. With countless pathology labs compressing a horde of pathological analysis, operational designs play a principal role in fashioning a systematized, unified and awareness-sharing venue (Khatab & Yousef, 2021). With four locations scattered around the U.S., APL is one of the most conspicuous healing benefactors and academic health organizations in the nation. However, with functions detached all over locations, the entity must merge laboratory operations. The facet is necessitated by the shifting currents in the healthcare sector and advances in management and technology, and the requirement to accommodate progress in health coordination and patient volume. Accordingly, failing to act now exposes APL to noteworthy operational challenges in the future as the available resources may become inadequate for decentralized operations.
Centralizing services will permit new workflows and practice enhancements around novel technologies that cannot be assimilated fittingly in the prevailing floor plates or spaces. The centralization plan thus purposes to establish a modern reference pathology lab, serving a myriad of healthcare facilities in the nation. APL will identify a central location for the amalgamated operations and undertake the necessary renovations to make the facility suitable. The renovation process for the laboratory will include modern elevators’ installation, new electrical settings, plumbing, fire protection installations, new security features, modern IT infrastructure, and renovated stairs, egress, and washrooms. Necessary services to be integrated into the new centralized lab should include medical pathology, anatomical pathology, clinical pathology, mass spectrometry, microbiology, genomics services, cytogenetic and molecular pathology, and electron microscope labs (Bach-Mortensen & Barlow, 2021). Having these indispensable services condensed under one roof inspires teamwork and exploration and heightens proficiency while promoting resource utilization. Accordingly, maintaining the present decentralized operations scheme leaves APL with an inefficient design, an incompetent construction design, and a hard-to-manage services plan. However, centralizing the lab services will help streamline services, leading to capital and time management gains.
Challenging Staffing Model
Operating four significantly independent pathology laboratories forces APL to have an equivalent number of staffing offices for effective operations. The staffing model is significantly involving and costly to the organization. For example, each outlet has a staffing department including at least five people, al working together to identify potentially beneficial position applicants for selection and placement. Accordingly, the four current subsidiaries lead to about twenty staffing employees. This lot hardly provides directly beneficial services to the organization but receives substantial allowances for sustenance. Moreover, having the various teams work in scattered locations leads to more critical concerns, particularly the aspect of ensuring cohesion, as diversity often leads to dissimilarities (Ohrling et al., 2021). Centralization thus remains a highly viable option for the facility. Eliminating the unnecessary branches and establishing a large central place for the team create room for the facility to realize a synergetic effect while delivering a solution for the staffing problem.
Research Support
Benefits of Centralized Care Systems
Centralized care systems offer real benefits to investors, care seekers, and management teams, as revealed by numerous scholarly investigations. Fay et al. (2020) provide consolidated schemes as the ultimate solution to unaffordable American care. According to scholars, hospitals and laboratory services’ desire to expand and generate more money constitute the primary source of the many financial issues witnessed in the country. Fay et al. (2020) compare decentralized models of care to hives, where different corporation subdivisions exist, each running its own activities to contribute to the establishment’s overall attainment. The organization works significantly better for the big enterprise-level businesses that take advantage of shifting recruitment and staffing tasks to local employment managers to streamline practices, improve productivity, and offer a better candidate experience. However, the approach may fail to work in settings where the management aims to control resources’ utilization for augmented productivity and quality, increased efficiency, and proper time management (Hasselgren et al., 2020). Therefore, scientific investigations significantly back the establishment of centralized systems due to their various benefits, including the following.
Greater Productivity
Centralized hospital operations promote greater productivity by facilitating speedier decision-making to meet the prevailing market trends. Like other corporations, healthcare organizations make critical decisions affecting their operations and survival. The faster a system can decide on a matter, the easier it is to succeed, according to Khan et al. (2020). Ravaghi et al. (2019) provide centralized structures as the best plans for hospitals and healthcare laboratories focusing on advancing therapeutic knowledge. The sensitivity of the undertaken activities in these sectors demands close monitoring by a central body whose effectiveness may reduce when required to cover several parties. Ravaghi et al.’s (2019) description substantially cover APL’s situation. The organization presently has four branches operating under a central governing body that proves new procedures and defends novel findings. Therefore, APL stands to benefit meaningfully by reducing its outlets from four to one, as the focus given to the many outstations will now concentrate on a single effective facility.
Localized Experience
Centralization promotes localized experiences’ development in organizations by allowing an entity’s workforce to act as a unit. Grilli et al. (2021) say that branched businesses operating under division heads experience varied managerial skills, even under highly bureaucratized settings. The matter leads to the creation of multiple independent parties forced to work uniformly under different platforms. Centralized organizational structures solve this issue by having a specific party in charge. A central manager or superintendent medic in centralized medical facilities manages activities of different departments operating under one roof or in the same venue. That way, every member of the workforce acquires identical work values, grows functional relationships in the organization, and develops a more intensive sense of belonging (Franklin et al., 2020). Managers further help employees grasp a holistic knowledge about the employer, with specific individuals managing to align their personal values to those of the organization better. Therefore, having employees work in a centralized functional organization converts the frequently strenuous undertakings into enjoyable experiences directly nurtured by an effective leader, thus promoting an overall positive organizational culture.
Personal Touch
Centralized organizations promote communication between individual employees and central executives, leading to a more vivid personal touch. Based on Jimenez et al.’s (2019) observation, many employees serving in decentralized corporations work and even retire or leave the job without meeting the organization owner or CEO. The aspect triggers the ‘us’ versus ‘them’ feeling, leading to psychologically distracted employees. Generally, workers operating in subsidiaries located far away from the headquarters have the feeling that their labor is more important to the business owner than their individual beings. The feeling implies derogative sensations that limit workers’ commitment (Jimenez et al., 2019). However, centralized businesses where workers interact with senior officials in the organization and receive compliments directly from them boost personal touch. Businesses operating centrally promote this aspect, allowing them to realize significantly functional job settings. Equally, the point that all employees in such working atmospheres receive similar treatment eliminates the frequent envy among the workforce working in different locations due to perceived benefits or advantages over others. Consequently, APL’s interest in centralizing operations places the organization with a better opportunity to manage work culture and realize superior productivity.
Empowerment
Centralization allows managers and function heads in an organization to deliver concentrated services. For example, a human resources executive in an integrated entity specifically handles employees’ issues without necessarily multitasking with other corporate activities, as it frequently happens in decentralized units (Trullen et al., 2020). Therefore, the expressively dedicated attention to issues in centralized organizations, especially on matters of HR, promotes employees’ empowerment relative to the decentralized entities. Gunawan et al. (2019) reiterate the essence of a satisfied and empowered workforce in promoting organizations’ interests and objectives. The matter justifies APL’s desire to centralize its activities by dropping three of its current branches to establish a single reformed pathology lab with highly productive, motivated workers with above-average self-determination and love towards humanity and the services they render.
Cost and Resources Management
Centralized recruitment permits an institute to simplify processes and construct business process efficiencies associated with policy development, pay practice, technology, and resources administration. The move equally helps organizations by significantly reducing error chances due to close monitoring and ease of delivering high-intensity training to the condensed team. Gunawan et al. (2019) provide flexibility and accountability as distinguished benefits of organizational centralization. According to scholars, managing a smaller team in consolidated establishments allows managers to handle changes quickly by reorganizing resources as the need arises. Accountability and transparency arise from the relaxed control of issues in the centralized entities. Daily and weekly staff conferences with the management team, where parties account for their activities in the consolidated establishment, leave no room for careless mistakes. One crucial benefit of centralized healthcare units is the reduction in unit-based nurses detachable to other items (Verguet et al., 2021). Verguet et al. (2021) say that the strategy helps clinics to fill resources’ needs from an inside float pool, often including staff prepared to handle multiple cases. Accordingly, APL’s move to centralize operations will help it forecast resources’ needs for flexibility and greater efficiencies.
Analysis
Several issues affect APL because of its present decentralized plan. Examples of such challenges include staffing constraints, resource deprivation, technological problems, and general decision-making issues. The following work offers an analysis of the organization’s current situation and how centralizing will help.
Issues
Staffing Constraints
APL runs on public trust funds, unlike many other healthcare organizations in the U.S. Such means that the entity cannot generate enough money to pay high-quality employees or use financial incentives to attract or retain workers as it is done elsewhere in for-profit settings. Therefore, APL depends on volunteering medical professionals to deliver most of its services to the public. Students undertaking medical training and retirees particularly help the agency greatly. Depending on these aspects to acquire employees frequently makes some of the branches operate with minimal staff. The matter challenges the organization’s productivity and customer service potential. Therefore, the point that APL still manages to operate its four subsidiaries with the often unavailable volunteers means that reducing its size to form a single mega pathology lab runs smoothly. The strategy will bring together all the volunteering staff in the various outstations under one roof or in the same venue, thus giving APL substantial economies of scale. Thus, having the consolidated services stands to solve APL’s staffing problem and cushion the facility from shocks.
Resources Deprivation
A decline in donors’ contributions to APL affects the pathology laboratory organization significantly. Generally, APL relies on charitable giving by groups and individuals to acquire almost all its resources. Operating as a decentralized facility puts pressure on the available finances, almost pushing the firm to charge money to clients, who are mostly minorities. Some branches already lack adequate material to run smoothly but cannot be closed before the decision to centralize the entity is made. On the other hand, assets available to the corporation are adequate for a centralized unit. The finances and labor contributions the firm receives every year beats that of many for-profit agencies. Centralizing operations will thus help the firm immensely by reducing pressure on the available inputs from the public. Certainly, APL will deliver even superior after executing the new strategy relative to now. Consequently, the organization’s management should move with urgency to seal the deal for the closure of the less-performing branches and establish a super strategic establishment for all the services rendered presently and the emergent ones.
High-tech Inaccessibility
Distributing resources to the four branches challenges APL’s potential to acquire modern high-tech necessary in the pathology sector. Zhang et al. (2020) note that infections and medical conditions among humans keep on emerging, requiring pathology specialists to remain updated on matters of high-tech availability. Equally, technology’s tendency to become obsolete as inventions emerge necessitates healthcare organizations dependent on expertise to remain focused on evolving discoveries to remain relevant. Attaining this milestone requires money and a highly trained workforce, which APL significantly lacks. For example, the entity relies on some highly skilled high-tech professionals’ service donations during their free time to analyze critical samples or cases. Furthermore, APL frequently subcontracts other pathology organizations to investigate situations that seem complex to the firm. The condition often involves significant uncertainties due to the reliance on external factors. Looking for more donors or seeking partnerships with more pathology professionals only solves the symptoms partly while leaving the root cause. APL needs to consolidate operations to realize a lasting solution. Accordingly, the choice to centralize the four current branches will save APL substantial money to afford the necessary technology and technicians to manage challenging cases.
Inefficiency
Pathology laboratories handle highly sensitive cases involving substantial urgency and resolution. The aspect demands the ability to handle cases promptly and precisely, which APL presently lacks. Therefore, the Anatomic Pathology Laboratory operates reactively currently, particularly due to the inability to decide speedily on matters affecting the now decentralized units. Therefore, APL fails to realize its mandate to deliver superior services to American citizens, most of who are the have-nots, due to inefficiency. The matter contradicts the many donors’ interests to touch souls, making APL not only unfair to self but also to the benefactors using it for philanthropic missions. Concentrating efforts through centralized operations will help the organization unravel the current catch. Equally, centralization will promote decision-making and make the firm flexible to changes. Eliminating the decentralized system thus stands to make APL a modern pathology laboratory agency, possibly becoming the leading facility in the nation. Importantly, consolidating operations will help APL meet and exceedingly accomplish the needs of the many minorities depending on the organization for improved care. Therefore, the strategic move rhymes with the entity’s spiritual foundation of touching souls through quality service delivery to the poor.
Recommendations
Innovative Recommendations for Improvement
Focusing on the stabilized supply of human resources and technological inventions for the centralized system is critical for APL to realize real benefits. Presently, the organization can only depend on scarce resources to run, with the only relieving pressure being that the firm will not have to divide its workforce among scattered units. To realize these two fundamental milestones, APL must remain innovative enough to secure connections with top-notch pathology training institutions and global high-tech firms specializing in medical equipment design and fabrication. Undertaking the initiatives will give the organization reliable access to skilled workers, especially pathology graduates seeking practical experiences after training. The tech manufacturers partnering with APL will certainly donate innovative equipment and tools to the organization to improve its operations. The innovative strategies will aid APL to operate seamlessly while maximizing its potential to touch souls. Looking for other philanthropic entities to partner with, such as TOMS, is crucial for APL to grow in publicity and acquire more resources. Accordingly, centralizing operations alone is not enough for APL as the not-for-profit organization requires stable resource flow to develop a super accessible and affordable pathological establishment for all.
Field Activity’s Contribution to the Social Responsibility Initiatives of the Organization
APL’s primary objective is to bridge the healthcare accessibility problem among minorities. Unlike for-profit organizations, APL hardly targets generating revenues for investors. Instead, the organization aims to operate a functional pathology agency that helps the have-nots and all Americans access quality, affordable care through donations made by charitable parties. APL recognizes the ongoing healthcare crises in the U.S. and many other countries worldwide, where the cost of care continues to escalate to affordable margins. Presently, Kanwar et al. (2020) note that even having a reliable job and contributing to personal medical cover never guarantees one access to quality medication. The only solution for America and related states is to return health care services to the philanthropic church-based hospitals and laboratories originally serving it to people. Making medication money-oriented kills the good societal values of stewardship and compassion, which the bible provides as crucial for healthy communities. This field activity helps APL realize its weaknesses in acting responsibly to societies. The firm must eliminate the underperforming decentralized units to become helpful to the community based on the field activity’s findings.
Field Activity’s Impact on the Strategic Goals of the Organization
The present field activity rhymes meaningfully with the APL’s strategic objectives of using sponsors’ donations to cause a real impact to care seekers, especially among minorities. APL exists among several other not-for-profit agencies seeking to transform the healthcare sector. The organization wants to reverse the emergent erroneous mentality that lacking money implies dying early or leading a poor quality of life. Banskota et al. (2020) report that nowadays, Americans without medical cover survive over-the-counter drugs that worsen their conditions. That is the very problem that APL aims to resolve by ensuring that all Americans access quality medical diagnosis for accurate medication. The focus on diagnosis operations is informed by investigations, such as Alonso-Padilla et al. (2019). The scholars report that many not-for-profit clinics and hospitals targeting minorities fail to deliver real results due to the absence of an affiliate highly effective diagnosis agency. Therefore, APL seeks to solve this issue and believes to have been realizing its objectives hitherto. However, the current field activity proves the organization’s decentralized operations a critical hindrance to the goal’s realization. Consequently, the (field) undertaking justifies the centralization move for APL.
Biblical Integration
APL’s centralization strategy receives significant biblical backing, direction, and approval. For example, Ecclesiastes 4:9-10 and 1 Corinthians 12:17-20 reiterates the essence of centralization tactics among organizations seeking to promote effective resource utilization (Bible, 2020). The first biblical statement in Ecclesiastes 4:9-10 declares that “two are superior to one because they have a respectable return for their efforts: If either of them falls down, one can support the other up. But pity somebody who falls and has no one to help them up” (Bible, 2020). The verses inform believers about the necessity for supportive teammates for the accomplishment of great things. APL’s previous desire to maintain four outlets amidst scarce assets, including human resources, violates these verses’ directives. The aspect threatened the organization’s death through the failure of individual branches, making the facility pitiable. However, centralization will promote teamwork among the pathology lab’s available volunteers, making it of true help to the targeted minority groups.
1 Corinthians chapter 12 equally reiterates APL’s necessity to centralize, which reinstates the need for combining resources. The biblical statement notes that “If the whole body were an eye, where would the sense of hearing be? If the whole body were an ear, where would the sense of smell be? But in fact God has placed the parts in the body, every one of them, just as he wanted them to be. If they were all one part, where would the body be? As it is, there are many parts, but one body” (1 Corinthians 12:17-20, Bible, 2020). According to 1 Corinthians 12, some decentralization approaches adopted by humans are mistaken, especially when the dispersed units deliver complementary services (Bible, 2020). APL’s situation presents it as the body, with each subsidiary resembling a body part. Failing to generate revenue for operations proves the agency’s dependence, just like the body. The organization feeds from the same ‘mouth’ that receives donations from well-wishers. The management then distributes the ‘nutrients’ or resources to parts, including HR, technology, security, and material acquisition. Therefore, centralization reveals APL’s keenness to regain control and realize synergetic vigor.
Lastly, APL’s determination to transform the healthcare sector by promoting charitable support to care delivery among minorities is biblical. The tactic reveals the organization’s focus on human stewardship and compassion, two essential elements necessary in human-centred civilizations (McComsey et al., 2020). America’s insurance firms-dependent health care industry converts humans into unfeeling money-oriented creatures. The matter allows many wealthy Americans to sit back and watch numerous have-nots suffer and die due to a lack of quality health care. The situation violates Deuteronomy (15:11), which says that “the land will never lack for needy persons; that is why I command you: Open your hand freely to your poor and to your needy kin in your land” (Bible, 2020). Accordingly, centralizing operations to intensify donations’ impact on the needy makes APL an essential player in converting the contemporary generations into Gog-fearing beings. Similarly, depending on public trust funds to touch souls rhymes with Mathew (25:40), which says that “As you did it to one of the least of these my brothers, you did it to me” (Bible, 2020). Therefore, APL is a quintessential partner in U.S. society based on the organization’s intricate roles.
Conclusion
APL is a unique healthcare organization in the U.S. specializing in pathology services provision. The facility’s objective is to promote access to quality health care for Americans, mostly minorities, by offering cost-less diagnosis and learning support to medical facilities. APL closes a crucial gap based on many healthcare facilities’ inability to treat impoverished groups properly due to a lack of reliable, affordable diagnosis support. The entity survives on charitable donations, thus not charging for its services. Initially, APL operated four scattered branches, which put substantial pressure on its resources. The facility now exhibits the centralization strategy and stands to benefit immensely from it. Accordingly, APL’s operations and the present agenda comply with the biblical teaching about teamwork and philanthropy deeds, making the organization quintessential to the nation and contemporary generations.
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