Introduction
Health service organizations are corporations which are established to carry out health service operations; for people in different regions. These organizations are large in size, and may even cover more than one country; making their operations world wide. Most of the health organizations are non governmental and non profit oriented; and that service delivery oriented.
Based on this aspect, most health organizations are funded by business organizations and other large wealthy organizations; as well as by various governments in the form of donations or grants. An example of a health organization is the St. John’s Ambulance, which operates in different countries. In this health organization, various aspects have been investigated to determine how they operate and how their operations are influenced by various factors world wide (Richmond & Fein, 2003).
Key players in St. John’ Ambulance
The key players at St. John’s Ambulance are the medical officers, who are involved in various health provision activities; who deal with the clients directly. According to the human resource manager of this health organization, it was clearly revealed that clinical officers in this organization are the most crucial people in ensuring that the company meets both its internal and external objectives. Based on this it should also be noted that, the other contributors in the organization are still equally important as they determine the success and the achievement of the general laid goals and objectives. Among these other key players forming this organization include, the clients, donors and drivers among others. As it was learnt, there is a very strong correlation between the clinical heath officers in this organization; and the other supporters within this organization (Richmond & Fein, 2003).
Donors for both financial and medical resources are of a crucial importance as without them, the clinical officers would find it difficult to render health services in the organization. At St. John’s Ambulance, most health kits and medical resources are usually donated by the coca cola company. It was therefore noted that Coca Cola Company played a crucial role in ensuring that the company had enough medical resources; which would then be used by the clinical officers to offer medical services effectively (H R M, St. John’s Ambulance).
Coordination of activities at St. John’s ambulance
St. John’s Ambulance is one of those health organizations whose activities are well coordinated, ensuring efficiency in the offering of its services. As it was learnt from St. John’s Ambulance, all the departments are well linked and there is usually a constant continuous transfer of information from one department to the others, to ensure that each department carries out its respective activities (H R M, St. John’s Ambulance).
In this organization for instance, a human resource manager has to be in touch with the finance manager so as to ensure that the organization is capable of acquiring medical officers, the organization is able to pay without straining the organizations’ financial resources. In this organization, activities are carried out in an organized manner such that all the activities and all its respective duties are accomplished without failure. The use of schedules in the organization also enhances coherence and systematic flow of activities (H R M, St. John’s Ambulance).
Generally at St. John’s Ambulance, the coordination of activities is made effective by having a constant communication process among the departments and having a schedule of activities that determines the time at which each activity will be carried out (H R M, St. John’s Ambulance).
Processes of ensuring activities coordination in St. John’s Ambulance
There are various activities at St. Johns Ambulance that enhance the coordination of activities within the organization. The process of activities coordination in this organization involves a number of stages, which lead to an effective running of activities within the organization (Cogan & Kessler, 2007).
The fist stage of coordinating activities at St. John’s Ambulance is the formulation of strategic plans which is usually carried out by a panel of managers, delegated by the organization. These strategic plans are based on the needs of various departments within the organization (Cogan & Kessler, 2007).
The second stage to ensure coherence of activities within the organization is the implementation of the strategic plans made by the panel of managers. The implementation of such plans is done by various concerned staff officials, within the organization. For instance in this organization, when there arises a calamity that needs the attention of the organization, the management panel decides on what can be done to deal with the situation. Afterwards, clinical officers are contacted so that they can go to the place of calamity and save the situation (Cogan & Kessler, 2007).
Lastly, the communication process is completed by feedback from the officers involved in any activity, so as to check whether the set objectives are achieved or not. In this organization, any operation carried out by the clinical officers must be reported to the management, so as to see if the objectives have been attained. The clinical officers as well must report any inconvenience to the administration so that they can be provided with the resources which they in case, run short of (Richmond & Fein, 2003).
Generally in this last stage, the officers who are involved in carrying out any medical service for the organization are meant to be in continuous touch with the management; providing feedback so that the management can take necessary measures that would enhance successful completion of the activity at hand (Richmond & Fein, 2003).
Opportunities for coordination
The opportunities for coordination are identified through various means. In this case the identification of opportunities for coordination at St. Johns Ambulance is determined by a number of factors. The degree of urgency of the operations to be carried out is one of the factors; which can affect how coordination takes place. For instance as it happens in this organization; if an operation is to take place in a very remote area, then the opportunity for determining the means of coordination should vary from those of another taking place in a well networked place (Richmond & Fein, 2003).
The level of technology that the organization has employed will also determine the kind of coordination that an organization will employ. At St. John’s Ambulance for instance due to its rich sources of financial funding; well sophisticated communication means have been acquired so that the communication may be fast and increase efficiency in carrying out of operations (Cogan & Kessler, 2007).
Conclusion and recommendations
At St. John’s Ambulance, as it has been revealed there is a high efficiency both internally and externally in the achievement of goals and objectives, which the organization has set. Generally; despite few shortcomings that the organization faces, it can be concluded that most of its operations both within the organization and outside the organization, have been successful.
With all that, it can still be recommended that the organization acquire more clinical officers; as well as requesting for financial aid from developed countries so as to expand its services to other parts of the world.
Reference list
Cogan, J. & Kessler, D. (2007). Health Care Management. Phoenix Publishers. Human resource manager, St. John’s Ambulance: Double Twin Station.
Richmond, J. &Fein, R. (2003). The Health Care Mess: How we can go in to it and what it will take to get out. Harvard University Press.