Introduction
The biggest problem in the healthcare environment described in this case study is the absence of a management and leadership structure that inspires personnel. The managerial structure of the hospital center where June and Mellissa’s work is bureaucratic. Mellissa thinks she cannot encourage her staff properly due to the laws and regulations. Many bureaucratic management systems are stiff, which prevents any change or even the personal development of personnel.
The disadvantages of Max Weber’s bureaucratic management model can be used to analyze the shortcomings in the healthcare institution. First, bureaucracy is inflexible and does not alter the standards that control employee performance and evaluation. This structure makes it difficult to adjust quickly and respond to critical situations (Schermerhorn et al., 2020). It is challenging for Mellissa to promote and inform her staff because of each employee’s specialized jobs and responsibilities. The lab workers are less motivated in light of these shortcomings.
In this case, it is possible to recognize the division of labor as an ineffective structural deficiency that alienates people in charge from their subordinates. Even though Melissa is driven by the will to help her subordinates, she cannot provide anything from them as if she was not their manager but rather a separate entity. Due to the nature of bureaucracy, there are undetachable delays in the process of promotion or decision-making (Schermerhorn et al., 2020). The need to follow the rules and regulations restricts people from receiving their well-deserved promotions or enacting plans meant to show goodwill or empower employees. Even the promotion process is difficult to adopt as there are few openings. Moreover, since specific protocols need to be followed to promote people, Melissa’s subordinates cannot get or are delayed from the reception of the promotion. Bureaucratic obstacles stand in the way of her employees. This system makes it hard for individuals to advance their careers.
Difference Between Workplace Hygiene Factors and Motivating Factors
Researchers often examine employee work satisfaction using the Herzberg hypothesis. According to Herzberg’s theory of motivation, there are two categories of motivating elements in the workplace: dissatisfiers or hygiene factors and satisfiers or motivators (Alrawahi et al., 2020). Because these two sets of influences operate in different sequences, Herzberg utilized this model to explain how a person might experience both satisfaction and dissatisfaction at work simultaneously (Alrawahi et al., 2020). These two sets of factors must be synchronized to complement employee workplaces and empower them to achieve job satisfaction.
Motivators contribute to job satisfaction and constitute accomplishments, recognition, responsibility, and work advancement. The sense of accomplishment that comes from overcoming a challenge while working inspires and motivates employees. Recognition is the expression of gratitude from superiors and coworkers for the work a person has completed. The employee’s task must be dynamic, difficult, and engaging enough. Responsibility is a measure of how much freedom an employee has; they should take ownership of their job and not be micromanaged. Employees’ belief that there are procedures to guarantee a timely promotion is reflected in their desire to advance. In order to ensure their progress, personnel should have the chance to enhance their abilities through training.
Hygiene factors are the leading causes of job dissatisfaction and include working conditions, salaries, relationships with coworkers, administrative policies, and supervision. Healthcare institutions must implement equitable policies that are clear to everybody, and they must cooperate with similar institutions. The relationships with management should be positive and respectful. Fairness and autonomy should be present in employee supervision. Informal and demeaning attitudes have no place in the workplace, similarly to the unhygienic environment. The compensation offered by the management should be fair, competitive, and on par with or higher than the typical industry salaries. Companies must make sure that workers believe they have stable employment and are not at risk of losing their job.
The relationship between each factor type could be seen as separate entities. For instance, hygiene factors only have an impact on the level of discontent; they cannot enhance or reduce satisfaction (Alrawahi et al., 2020). Similarly, satisfiers influence employee motivation purely to work. Nevertheless, both play an essential role in the employee’s professional performance. In the context of the medical laboratory, the research of Alrawahi et al. (2020) identified various causes of employee dissatisfaction that include excessive workload, unfair and ineffective promotion systems and low salaries. In addition, the researchers identified that employees were dissatisfied with the lack of professional recognition. Consequently, job satisfaction and motivation of employees were low, which could negatively affect their performance.
A Change in Management Plan
The key challenge of the given case study is the unmotivated state of employees. Consequently, this management plan would focus on the key aspects that could raise the motivation of employees. There are two approaches to guarantee that employees are happy: addressing their key complaints or hygiene aspects and developing motivational strategies. It was previously identified that chief complaints voiced by Melissa include delays in response and decision-making of managers, restrictive nature of bureaucracy and promotional difficulties.
As a starting point of the management modification, these complaints need to be resolved. Therefore, the first objective is to amend the policies governing the healthcare institution to make them less restrictive. Second, make sure that the procedures for employee advancement are very clear. Thirdly, management needs to put systems in place that allow workers to develop in their careers. Fourth, management needs to set up systems that let workers get rewards and signs of gratitude for doing well. Finally, there is a need to make sure there are open lines of communication between staff and management as well as management and senior leaders. The major issue highlighted in the case study will be solved by achieving these objectives, which will decrease bureaucracy and boost employee financial compensation.
The change needs to be started by the employees; all chief complaints should be documented and allowed to be reviewed by the hospital’s board of directors. Consequently, an implementation team could be formed in order to induce and oversee the transitional processes and implement new strategies. Perhaps, Melissa as the person familiar with the issue, could be put in charge and form a specialized team with June and staff members. They will voice the urgency for change in the municipal council and supervise the process of addressing the change in regulations by the government. Consequently, the team will be able to maintain a timely relay of any updates via effective communication for a smooth transition.
The team is going to supervise alterations in the hospital’s organizational structure. The medical center has to embrace a democratic management style that offers staff members plenty of autonomy and open lines of communication. Quick decision-making is one of the key needs that have to be made possible. This should be established via structural democratization and effective communication between managers and employees. At the same time, assuring the job satisfaction of employees is essential to attaining improved health results; hence this approach prioritizes their demands. The local council should draft rules and regulations that guarantee there is no interference with the administration of the healthcare facility in its decision-making about the operation of the hospital. In exchange for money, the government should let the hospital operate with the least amount of outside intervention possible. The government and hospital directors should provide managers with the necessary resources and authority that will allow timely promotions and bonuses for effective performance. Consequently, it should be possible to observe improvement in the employees’ job satisfaction and motivation as negative factors are eliminated.
Assignment Task 2
Risk Management and Quality of Care
Any healthcare institution or company must succeed in both risk management and quality management. Both are crucial for good patient outcomes, but risk management encompasses more than just those outcomes. Maintaining patient, worker and organizational compliance with federal, state, and local standards is the goal of risk management. Risk reduction is the duty of each employee, it is of utmost importance to ensure that all staff members have received the necessary training in risk management.
The evaluation of care quality has a more constrained scope. Everything related to patient care is covered. Everyone participating in patient care must give their all to guarantee that every patient has a positive experience. For the effective handling of any potential concerns, it is crucial to understand how the two notions vary and overlap. After further inquiry, a quality issue could occasionally turn out to be a risk management issue. The manager has to be aware of the distinction in order to determine who to contact when a critical situation is brought up. This could be managed by the establishment of proper lines of communication between workers in the health care organization. However, in this case, awareness is not strengthened continuously among employees and the lack of effective communication lines poses a threat to patient outcomes and diminished quality of care.
The possibility that intended health outcomes will occur as a result of individual and population health interventions is referred to as quality of care. It is crucial for establishing universal health coverage and is based on professional knowledge supported by evidence. It is crucial to carefully assess the quality of treatment and health services as nations make commitments to achieving health equity. There are numerous ways to describe excellent health care, but it is becoming increasingly recognized that these services must be efficient, effective, safe, and people-centered. It is evident that the workers in the laboratory are well equipped since no complaints in this aspect were voiced, but their working conditions remain unsatisfactory. These fall under the structure of care in the dimension of effectiveness. Process-wise, the institution exhibits delayed response to key decision-making needs, while outcome-wise, patients receive low effectiveness of care due to the low motivation from employees and delayed response.
In the case study, risk management should be prioritized by proper maintenance of equipment in the laboratory and the establishment of clear communication lines in case of any emergency or issues. Perhaps, at this level of financing, this level of service provision could be considered adequate, but there is clear evidence of underperformance of the facility. The laboratory unit of the hospital is essential for various healthcare objectives and improves diagnosis accuracy. It is integral to risk management to maintain the equipment in pristine condition because there is a decent influence on survivability and health outcomes. However, reduced effectiveness may point to the diminishment of those outcomes and require appropriate risk management structures.
The analysis above demonstrates that the laboratory provides poor-quality medical services. The facility’s performance is decreased by a lack of sufficient motivation and overworked employees due to understaffing. The town has not taken as much initiative to address the laboratory unit’s problems. This lack of initiative further harms the unit’s ability to provide high-quality care and increases risks for the patients. These issues have to be resolved since a laboratory unit is crucial to providing high-quality healthcare.
Ineffective Health Care Scenarios
I had an experience of observing the work within the hospital laboratory which demonstrated ineffective approaches to management. It was evident that the facility did not have an effective communication mechanism between the management and employees. This posed difficulties in the management of certain issues related to equipment renovation and maintenance. There was an occasion of the equipment being in need of repairs which was delayed due to the unavailability of managers in the workplace and loss of direct contact. This instance delayed numerous patients from receiving their lab results or submitting their samples.
Effective healthcare is dependent on various factors within specialized institutions. First of all, effective communication between employees and management that may ensure effective admission and discharge of patients is necessary. There is no evidence of bias in laboratory admission, but malpractices may follow if employees are kept unmotivated within poor working conditions. Secondly, the role of technology in laboratory work is immense. The need to raise effectiveness through the purchase of new equipment is a common practice that should not be left unattended. However, in consideration of employees’ current conditions, perhaps the facility may attempt to save money on equipment modernization which would decrease the effectiveness of patient outcomes. This practice of cost reductions is a dangerous prospect that needs to be avoided. Nevertheless, the core problem of an understaffed laboratory should be resolved immediately or parallel to the aforementioned issues. If the lab is unable to deliver necessary analysis in a timely manner to the patients, it may negatively impact overall health outcomes.
The improvement of healthcare outcomes should be continuous, but no indication of development could be followed within the facility. It is necessary to improve the structural and operational management to progress the provision of health services. Employees need to be able to professionally develop and improve their careers via training and other initiatives. Otherwise, the quality of care is bound to remain negative and would not benefit the community in any way. Moreover, training may increase the competency of workers, while effective communication would allow for the establishment of trusting professional relationships with the patients. If the facility encounters a situation where managers feel despaired by the working conditions, patients would be the first to feel diminishment in service quality. Furthermore, the institution would definitely suffer from high employee turnover and low admission of patients.
Lean Management Tools
Lean management is an effective strategy for enhancing the quality of organizations. It aims to cut out waste from processes by sorting out actions that bring value from those that do not (Langabeer and Helton, 2021). In the context of a healthcare institution, lean management is focused on the improvement of patient satisfaction and improvement of health outcomes. The strategy concentrates on the administrative and personnel facets of managing an organization. In order to maximize employee potential and ensure resource efficiency, the director of the quality management department must remove obstacles to production. Lean management may help by helping to consistently address the variables that contribute to inefficiency in the healthcare industry.
Lack of management is the primary issue at the healthcare center. Shared responsibility between management and staff is encouraged by lean management. Consequently, every member of the organization contributes to the ongoing progress and improvement of operational processes. As the healthcare facility’s risk manager, my first step would be to transform the hierarchical structure into a flexible organization that promotes the autonomy of various clinical teams. Employees will be able to make decisions and participate in the transformation because of this framework.
Lean management approaches waste in a few different ways. The first is cutting down on the amount of time patients squander in the waiting room. For instance, it would be wise to use creative techniques to cut down on time needed to transport and analyze materials in the lab. To provide better treatment, the hospital will concentrate on eliminating faulty behavior and mistakes. Here, there is a need to ensure that essential equipment operates at its peak efficiency through proper maintenance and that misdiagnosis and human medical errors are completely eliminated. Additionally, we may cut down on wasteful actions that don’t benefit the patients. For instance, to ensure fewer movements from one place to another, we may employ internal information transmission technologies. By understanding how waste lowers human output, we can increase efficiency.
The development of a lean culture would be the next phase for implementation. Lean management encourages the development of a lean culture that puts an emphasis on the employees who will carry out lean operations. This emphasis guarantees that workers comprehend lean management and adopt lean culture to decrease errors, accelerate turnaround times, and boost output. Employee acceptance of the change will be made possible by improving the culture. Additionally, it will lessen the typical change resistance found in healthcare organizations.
The main cultural priority is to put the needs of the patient first. The organization’s efforts will be directed at providing high-quality healthcare on schedule and without errors. The executive board and the rest of the organization must have a clear line of communication, which brings us to the second need. In an organization, communication makes sure that everyone is on the same page and that issues can be addressed quickly. Encourage actions that emphasize waste reduction and continuous development. Additionally, employees will receive training on lean methodologies to ensure the proper and immediate transition. These procedures will streamline the organization and enhance its culture. The organization’s employees will learn how to live simply and save expenses while still satisfying client demands.
This managerial paradigm may be challenging to maintain without employees’ cooperation. The management must thus implement procedures that will guarantee that workers are strongly motivated. The organization will address the absence of motivational and hygienic elements in the organization. As a result, the management will deal with the issues that affect motivation and productivity both on and off the job. The strategy will entail establishing precise standards for promotions, rewards, and chances for advancement, including formal education. These adjustments will save waste, lower expenses, and boost the organization’s general health.
Assignment Task 3
Introduction
By transferring care from curative, hospital-based treatment to improved preventative health, and wellness services in the community, PHCC is driving the change in Qatari citizens’ health and wellbeing. Providing high-quality, easily accessible, and reasonably priced comprehensive health care services for the citizens, residents, or visitors to Qatar (PHCC, 2018). The organization posits this aim as the primary responsibility. It is an innovative, people-centered organization with over 4,000 clinicians working as employees.
Amiri Decree No. 15 of 2012 created the Primary Health Care Corporation (PHCC) as a stand-alone organization. Providing integrated, policy-based primary healthcare services was the goal. The highest international medical standards must be followed while PHCC manages and operates healthcare facilities, diagnoses and treats patients, and provides continuous support. The Amiri decree also mandated the election of a director for the PHCC, with budgetary allocations defined and decided by an Executive Committee of the Ministry of Public Health decision as well as a specific Ministry-approved PHCC budget (PHCC, n.d.).
Following its establishment as an autonomous organization ten years ago, PHCC has worked to improve, broaden, and strengthen Qatar’s health care system in order to satisfy the requirements of all inhabitants and citizens. According to PHCC’s (2018) initial concept, the “Hayyak” service was introduced at all of its medical facilities. This service is operated by a group of professionals who work for the PHCC. They are committed to assisting community members in accessing PHCC services and information, responding to patient questions and concerns, and supporting patients at PHCC health clinics (PHCC, 2018). Moreover, the 107 Call Center is regulated by the corporation. It attempts to guarantee that people get responses to their questions around-the-clock, every day of the week (PHCC, 2018). The Call Center helps patients schedule, reschedule, or modify appointments at any PHCC.
Patient forums, Health and Wellness Clinics, and Smoking Cessation Clinics are some of the other services offered by PHCC. Patient forums aim to improve communication between patients and PHCC health facilities by regularly soliciting patient opinions and promoting participation in volunteer programs centered around evaluating and enhancing PHCC services. Health and Wellness Clinics are now available at Al Wajbah, Umm Salal, Rawdat Al Khail, Leabaib, and Muaither, five PHCC health centers (PHCC, 2018). The Healthy Lifestyle Clinic, Exercise and Physiology Clinic, and sporting facilities such as a swimming pool, sauna, and gym are among the services provided by PHCC’s Health and Wellness Clinics.
Organizations’ Structure
Senior Management and Executive Committee, or “SMEC,” are in charge of PHCC. In order to uphold internal control and accomplish the business policies and goals, a number of standing committees support it simultaneously. As the oldest standing committee and a crucial component of the PHCC Governance structure, the SMEC committee was founded (PHCC, n.d.). The main goals of SMEC are to take a comprehensive approach to PHCC’s work, make decisions, and offer suggestions to the Managing Director on important strategic, governance, and operational issues (PHCC, n.d.). This is done to guarantee efficient and successful organizational operations and healthcare delivery,
The SMEC committee is in charge of using the assigned rights and discretions for overall plans through the Managing Director. They consist of corporate guidelines, daily operations, and performance. In addition, the PHCC’s yearly budget and finances, capital projects, new facility infrastructure, and the supervision of the execution of the annual audit report are all evaluated and monitored by the SMEC committee (PHCC, 2019). This strategy encourages the creation of a list of committees to oversee the accomplishment of the strategic plan’s goals, risk management, and the creation of operational plans that are implemented in accordance with the agreed-upon timeline and budget.
The company is focused on the enhancement of prevention and wellness healthcare strategies. Consequently, as part of the expansion in its operations and an improved organizational structure, PHCC created a new Preventative Healthcare Directorate. Furthermore, they claim to have strengthened their clinical leadership and established a new AMD Directorate for Quality and Workforce Development (PHCC, 2019). Thus, suggesting a commitment to patient safety and to developing their workforce to provide high-quality services.
Four variables significantly affect organizational behavior: people, structure, technology, and the external environment. The organizational component of people outlines how it interacts with its clients, employees, and other stakeholders. The organizational structure illustrates how information moves from one location to another: peer communication, manager-employee communication, and leadership-and-the-rest-of-the-organization communication. It also demonstrates how effectively internal stakeholders comprehend the organization’s vision, objectives, and goals. The adoption of technology by a company demonstrates its vitality. It also illustrates the attitudes toward innovation and the degrees of creativity inside an organization.
The ideals of cohesion, security, generosity, and excellence guide the organization. The corporation works to ensure everyone in the neighborhood is safe. They guarantee high standards of environmental and occupational safety. They do not exclude anyone and are inclusive. They practice showing politeness to everyone in the community and its guests. The staff is kind, sympathetic, and considerate while speaking to and listening to customers. By addressing the major problems, they face, they try to make people’s experiences better. They take pride in their ground-breaking research and top-notch equipment. To guarantee that it provides its patients with high-quality healthcare, the organization broadens its knowledge via various collaborations with leading hospitals. The organization makes efforts to be approachable and open to its stakeholders.
The company’s organizational culture revolves around a solid vision. This vision is to bring more health care services delivered in community locations, closer to the homes of individuals and families. Through the Family Medicine Model, PHCC plans to develop the desired components over the next five years. PHCC strives for venues that will be Evidence-based, Purpose-built, Patient-centered, Family-oriented, Respectful to Culture, Supportive of Clinical Practice, Safe, Reliable and Sustainable.
Critical Review of Culture
The importance of Organizational culture on the effectiveness of its operations is immense. It affects how individuals interact with one another and the prevailing views inside a company. Organizational behavior, a crucial component of every successful organization, is influenced by culture as well. The role of culture in healthcare is crucial. The healthcare sector experiences unusually high turnover, which is mostly caused by low employee satisfaction. Health care professionals’ interactions with one another and how management and leadership view their workforce are influenced by culture. To promote staff retention, healthcare managers must understand their culture and instill virtuous organizational behaviors.
The highest levels of management should model the organization’s culture for the lowest-level employees. Employees will lack direction if effective communication or cultural development is lacking. Organizational culture has an impact on how workers act. They would know how to react to various scenarios if they were aware of how management functions or behaves. They will be able to reply in the best way with the conviction that they will be rewarded for their right response since they are aware of how to respond and what management wants them to do. The major objective of every organization is to increase employee enthusiasm and performance, which is what this circumstance does.
The PHCC Corporate Strategic Plan embodies the necessary change in perspective to strengthen preventative care with a strong focus on population health as a whole. They hope to achieve their goal of better health outcomes for Qatar’s citizens by increasing access to comprehensive services in community settings, more possibilities for integrated care (PHCC, 2019). The company also foresees continuous collaboration with other important stakeholders, including their colleagues in health care.
Efficiency and quality, leadership and collaboration, inclusion and diversity, teamwork and respect, and empowerment are primary principles of the PHCC that guide the corporate culture (PHCC, 2019). It is believed that PHCC can function as an exceptional organization because of its adherence to these values. They help a competent and empowered team to deliver the finest care and support for individuals and families by fostering a productive work environment.
PHCC encourages a sense of belonging and community. It promotes treating each stakeholder in the organization as a part of the community. These principles make sure that everyone works hard to serve patients with high-quality, innovative healthcare services and feels a part of the organization. In turn, PHCC is rated as offering the best healthcare in Qatar to its patients. It is one of the top centers for medical research in the world and employs some of the most fervent workers. High performance is consequently encouraged by the company’s inclusive culture, which also fosters performance and a sense of ownership.
The organization needs significant improvement in the alleviation of its restrictive, bureaucratic style of governance that impede its decision-making. Teams with more flat structures communicate well and have many latitudes to make decisions at the team level, and decisions are made considerably more easily. This change is a long-needed modification in the organization. The decisions intended to be taken at the lower levels of the organization must be approved by higher levels, which causes severe delays in the operations of the organization. The organization continues to do ground-breaking research, a with the increase in the autonomy of workers and subordinate teams, the capacity for innovation will be increased.
The organization believes in the value of continuous education and puts great emphasis on the training and support of its employees within its strategic goals. PHCC considers its professional workforce as the most valuable resource because they enable high-quality, secure services. Their goal for the workforce is to have a strong human resource plan in place that will guarantee that employees have the necessary combination of competencies, skills, and experience to fulfil the population’s present and future health requirements.
Changes in Management
SWOT analysis is an essential business tool that allows for critically assessing the current operations of the company. In the context of this research, it will allow projecting areas for improvement of PHCC. There is various strength that could be seen in the operations of PHCC. The Trust provides top-notch patient care across all platforms. It has effective community bonds internally and externally. The organization’s top-notch clinical divisions guarantee that it delivers effective, high-quality treatment. The clinics, teaching side, and biomedical research side of PHCC have strong internal ties. The foundation features a solid board that makes sure there is consistency and order. The interests of the patients, employees, community and general public are represented on the board. The Trust actively encourages innovation and actively participates in both research and managerial development. The organizational structure alleviated major concerns of rigidity due to the previous bureaucratic form.
Nevertheless, improvements are still necessary to achieve the perfect level of autonomy that will allow swift decision-making. Consequently, its current structure remains a weakness but with fewer issues to resolve. Lack of autonomy for individual departments and teams typically lowers the motivation of its employees. The organization is heavily dependent on governmental support, which causes it to fall behind some of its rivals. The organization’s recent inspection identified needs for improvement in the responsiveness and safety aspects as emergency facilities struggle to keep up with the demands.
The organization could also perceive several threats to its current operations and standing. For example, its primary source of funding could be denied if there is an excessive reliance on public resources. Its capacity to provide care might be compromised by strained ties to the local community and the loss of important personnel to organizations with superior management. The corporation’s bureaucracy may prevent them from implementing substantial changes in a timely manner. Conflicts that are not quickly resolved may hinder the company’s capacity to deliver high-quality healthcare, and the capacity for innovation could be likewise diminished.
The organization has to undergo various adjustments to improve its effectiveness. Teams and departments require more autonomy since the organization is focused on technology and innovation. Because there are several decision-making bodies, autonomy enables speedy decision-making and gives workers a sense of ownership over their job, which boosts motivation. A change in organizational structure is therefore necessary. An organizational structure that is more homogenized will enhance team autonomy and enable rapid decision-making. Employees will grow to be more innovative, communication will be open, and operations will progress more quickly. Consequently, it would be possible to expect a positive effect on the effectiveness of the organization.
The poor success rates of organizational transformation procedures can be attributed to a number of factors. Researchers have shown that workers’ actions have a significant influence. Employees implement planned adjustments and adapt to changes in their workdays brought on by organizational changes (Faupel and Süß, 2018). Planned changes cannot be successful at the organizational level if they are not implemented successfully at the individual level (Faupel and Süß, 2018). Consequently, it has been determined that employee behavior and motivation are essential to the effectiveness of organizational transformations (Faupel and Süß, 2018). Thus, addressing the issue that might arise or contribute to the resistance to the change should be prioritized.
It is possible to expect resistance to change, and to address it is necessary to nurture transformational leaders. Through their captivating presence, transformational leaders engage their followers with a compelling vision of change (Faupel and Süß, 2018). Additionally, they support creative problem-solving and value personnel who will look for and seize chances for personal development (Faupel and Süß, 2018). Employee motivation is boosted by this favorable effect, which makes transformational leadership essential for influencing the outcome of an organizational transition.
Conclusion
The Qatar Primary Health Care Corporation is renowned for its performance and effectiveness of care. The organization has demonstrated outstanding performance across multitudes of aspects of care and research. It also stands at the top of global healthcare research and innovation. It recently experienced the transition to a more flexible organizational structure that allowed it to improve the previous rigidity of its bureaucratic nature. Nevertheless, more drastic transitions need to be made for improvement in the quality of care provided.
Consequently, this research recommends that the organization emphasize development in its current opportunities and enable strategies to resolve its weaknesses and threats. Namely, the organization requires a more drastic transition to the autonomic division of operations and decision-making to avoid dependence on bureaucratic hierarchy. In order to facilitate this change, transformational leaders need to be nurtured and present for a smooth transition. The organization may also attempt to separate management into more diverse structures that will allow more autonomous operations.
Simultaneously, the institution needs to continue the development and application of IoT technologies in the context of its operations and services. This way, it would be possible to increase comfort and meet the majority of patient outcomes through a solid system of online healthcare provision. Continuous dedication of the organization to the development and training of its workforce is the strength that should be maintained throughout its operations.
However, additional emphasis on hygiene factors and motivators should persist to ensure commitment and enhanced motivation of its employees. The bureaucratic system of the organization might prevent certain promotional incentives of the organization from maintaining high levels of motivation. Therefore, it is recommended for the organization to enhance the capabilities of its on-sight managers to reward and promote the company’s employees. Similarly, the dependence on governmental support is both a burden and a positive aspect of the company. The negative aspect is that the maintenance might not be sustained given that the investments from the government may be reduced. Therefore, additional means to sustain its current operations need to be addressed.
Appendix 1: Organizational Structure of PHCC
Reference List
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