Introduction
In the whole of America, numerous health care organizations have been opened in such a way that they reduce wastage of hospital structures. In this case, wasteful structures in hospitals have been done away with following the new structure and design program initiated in the USA. In the New York City, two hospitals have been given as examples of organization design and culture. In this relation, the St. Peters hospital (General Medical and Surgical Hospital) is found in Albany New York which has facilities catering for both out and in-patients. It is of importance to note that, studies have revealed that; this hospital provides patients with satisfactions and hence feel like directing their friends to it (Weber et al 5).
Main body
It should be noted that, in the years 1991 and 1992; St. Peter Hospital had poor outcomes concerning their management and emergency cases. On this basis, physicians were found to be taking inadequate time in alleviating their patients before they could take them to surgery. In this relation, a review was conducted which resulted to foremost changes in the management of these patients. Additionally, there are structural changes which have been implemented in this hospital which include the construction of “Patient care pavilion and diagnostic pavilion”. It should be noted that, this hospital is among the hospitals in that region with the best facilities. Further, the St. Peters hospital refurbished more than 500,000sq ft of analytical and treatment facilities with the number of beds remaining 442 but 70% being in the private rooms. Moreover, this hospital has implemented the renovations and additions to the following centers; cancer care, electrophysiology lab and medical library. It can be revealed that, these implementations fit within the health care organizations in such a way that they increase patients’ satisfactions and the entire hospital productivity and are funded by the organization (Griffith & White 209-546).
On the other hand, the Albany Memorial hospital in Albany New York provides healthcare to in and out patients; which is among the top 100 hospitals with the best Intensive Care Units (ICU). It is of importance to note that, this hospital designed for reconfiguration and amalgamation of specific services with other hospitals in New York like St. Peters. Additionally, this hospital has constructed many other buildings in order to accommodate more patients and give sufficient services to them. By merging their service with other hospitals in New York, Albany Memorial Hospital has increased its structural designs in terms of constructions since it also undertake other activities as fart as these services are concerned (Weber et al 5).
It is of importance to note that, this hospital’s structural design changes are in line with the healthcare organization because they increase the number of services given by this hospital. Additionally, these structures have increased the productivity of this hospital by allowing many patients both in and out patient to be served with ease. In this relation, healthcare organization will provide funds and services in order to implement the construction of these structures in the hospital (Griffith & White 209-546).
Conclusion
In winding up, it can be revealed that changes in structural design in hospiutals have reduced wastage of structures which may not be in use in these hospitals. On this basis, hospitals only plan for new structures when they are aware that they will be used in certain activities. Further, adding structures in hospitals increase their room for accommodating more patients and as a result serve to promote life. A point worth noting is that, patients should not be allowed to leave a certain hospital even before they are treated because of lack of enough room for treatment.
Works cited
Griffith, John, & White, Kenneth. “The Well Managed Healthcare Organization”, 6th edition. Chicago: Health administration Press. (2006): 209-546.
Weber et al. “Reshaping the American hospital”. The Healthcare Forum Journal San Francisco: 1994. Vol. 37, Iss. 5.