02 Jun 2010
Sample Essay: Health Service Organizations
Differences between a manufacturing and a health care services organisation.
At the outset the comparison might sound being akin to the idiom comparing “apples with oranges”, however it is pertinent to note that the management principles applied to any organisation are just as applicable to healthcare organisations as they are to manufacturing.
While there are similarities, there are numerous differences too. The first and the most apparent difference is the output of the two organisation types. Manufacturing organisations turn out semi-finished or finished product(s) that can be used either by the next processing organisation in the supply chain, or by the end user (Kalwani, 1995). Whereas healthcare service organisations tend to serve the end user and deliver services that are useful for either preventive health needs or for alleviating the breakdown of the health of individuals.
In the case of manufacturing organisations the payments for the products purchased is directly made by the purchasing organisation, while in the case of a healthcare organisation it is often made by a third party which can include insurance companies, or varying levels of government or governmental organs as opposed to the actual end user of the services. Although sometimes end users may indeed pay for such services this tends to be an exception rather than the rule. In other words, whereas a manufacturing organization achieves its primary purpose and generated benefits through the production and selling of the products to a third party, the healthcare organization is primarily a service organization that accomplishes its primary purpose through the production and provision of services. (Daft, 2009, p.267) This is indeed a significant difference.
As stated, among the most predominant differences between the health care and manufacturing business is related to the nature of the products or services that each is associated with. In regard to the health care organizations, the services produced can be characterized as being of an intangible nature rather than a tangible product as is generally the case with the manufacturing companies who produce items as refrigerators, TV’s or clothes. The services of the health care industry are more abstract and consist of ideas and knowledge rather than a physical product. (Daft, 2009, p.267) In other words, the services of the health care industry are not an exact science but tend to vary depending on the unique case of the patient, the doctor’s assessment and other circumstances. There are always certain factors over which the health care industry has little control as any service industry that involves dealing with human nature. This is the basic premise of medical science, in that it is not an exact science. However, in a manufacturing organisation, the processes are well defined and unless any inputs or process parameters are changed, the output is more or less predictable. This makes manufacturing closer to being an exact science, than the ‘science of medicine’ and healthcare (Bell, 1996).
In manufacturing organisations, the process is focused on the production of increasing quantities of goods and typically, volume plays a role in reducing costs. Manufacturing companies have in fact established a system through which acocuntants can estimate the cost associated with a particular manufacturing volume.This is done through collecting information about volume and cost and using a least square method to develop an estimated regression equation relating volume and cost. (Anderson, 2009, p.505). This confirms that manufacturing is indeed an exact science that needs to be very pre-determined to guarantee the success of its products and business. On the other hand, in healthcare organisations, each individual customer is unique and needs to be approached uniquely which excludes the possibility of the presence of a similar determined system. However the inputs that go into providing health and medically related services again meet the volume play (James, Subbarao, & Lanier, 2008).
The inputs for the manufacturing of a particular product would not vary dramatically whereas the inputs for providing health/medical related care services would vary almost with every patient.
Market forces and economic situations dictate manufacturing organisations in general and their profitability is normally linked to the economic well being of the environment in which they operate (Capgemini, 2006, p.3). However, in the case of the consumers of healthcare organisations, people will most likely continue to fall sick and consequently need healthcare services irrespective of what is happening in the economy and in a way; the healthcare services organisations are more or less, well insulated against the variations in the economic environment and general economy (Kalwani, 1995).
Organisational Effectiveness and Efficiency.
The concept of organisational efficiency and effectiveness is a measure rooted in industrial times ([ICMR], 2003). This has led to the abundance of ways through which to measure the effectiveness of an organization in the contemporary world. Rational perspectives place an emphasis on goal attainment and focus on certain variables such as quality, productivity and efficiency. The link between organizational efficiency and effectiveness becomes clear when factors as interpersonal skills, morale and participant satisfaction are also taken into account. (Scott, 2003, p.134, 135). The concept of effectiveness became popular towards the end of twentieth century in America especially in view of the competitive advantage Japanese products had in delivering better value to consumers at a much lower cost. The difference between efficiency and effectiveness within an organization is established through this simple fact.
Despite the fact that these two terms (effective and efficiency) tend to be used as synonyms, they have and imply very different meanings, which are very specific (Angelo Kinicki, 2008). Efficiency is doing things right and effectiveness is doing the right things. It is the degree to which an organization manages to realize its goals. It is a very broad concept that includes several factors. For instance, it takes into consideration a range of variables both at the organizational and departmental level. Organizational effectiveness simply evaluates the extent to which certain goals are obtained whereas efficiency is a narrower concept that relates specifically to the internal workings of an organization. Organizational efficiency is also about the amount of resources used to produce a certain unit. This is why the management industry has become fascinated with continuously finding ways to increase efficiency. If an organization can achieve a certain amount of production with fewer resources than another, this would make the organization in question more efficient and thus more organized and effective in realizing one of the most predominant goals of a business: maximizing profit and minimizing the input. (Daft, 2007, p.70)
In practise, efficiency can be measured through for example the level of employee motivation which includes their respective willingness to do something well, fast and accurately. This could lead to increased quality and productivity within the health care industry. However, assuming that employees remain motivated throughout their career naturally is a mistake in enhancing the organization’s internal efficiency and increasing its long term effectiveness and ability to attain its goals of providing quality care to the patients.(p.33) Herzberg et al proposed that certain motivators (job factors) such as opportunities for achievement, progress, recognition and growth, can enhance the positive working attitude and increase job satisfaction and therefore efficiency. Measuring organizational efficiency and effectiveness in the health care industry can therefore be accomplished through the observation of the quality of input among the employees whose work in this particular type of the service sector is crucial to its success and growth. (The Health Care Manager, 2006, p. 5-6)
Two measures of effectiveness are used within my own health care organization. The effectiveness of a project, program or provision of a service is measured simply by the extent to which it manages to achieve the desired objective. The realization of a certain goal can be attained in several ways which is why my private health care institution relies on two measures in its analysis in which the most effective approach, among several alternatives, is determined and selected. The measures analyse whether the preferred and selected alternative is capable of producing the maximum amount of performance at the minimum cost possible while second, achieving the maximum level of performance for a certain amount of cost. In other words efficiency and quality should not be traded for benefit. These are the two general measures that my private health care institution bases its analysis on and that Robbins and Barnwell backed up in their Organisational effectiveness and efficiency. Their approach to measurements in increasing organizational effectiveness serves to positively support my organization’s basic but nevertheless all-inclusive approach that combines between efficiency and effectiveness to guarantee the provision of a satisfactory service in a cost-effective way.
Robbins and Barnwell’s thesis is indirectly related to my organization’s measures in improving effectiveness. My private institution focuses on efficiency through tasking the employee’s share in the process in perspective while guaranteeing effectiveness through establishing quality and cost-effective goals that the employee is also responsible for. In other words, my private institution is structured around the notion that the happy worker is the productive worker and essential component in realizing the institution’s aims. Robbins and Barnwell hold on the other hand that better on-the-job performance is what increases job satisfaction and motivation. However, while this definition might not seem directly supportive of my institution’s it is important to note that both authors recognized the negative aspects of work overload and lack of recognition on the employee’s satisfaction and productivity. Certain factors have to be met by the organization in question to guarantee effectiveness and efficiency among employees. This is affirmed by both authors regardless of their arguments about the more influential role on-the-job performance plays on the motivation level among employees. This simply means that the health sector should guard against overloading its employees. It should make sure that the needs of recognition, responsibility and growth are met and measure effectiveness as directly related to the mistakes or efficiency workers can make. This of course makes only sense. (The Health Care Manager, 2006, p.34)
Organisation, external influences, responses and open system.
The organisation that has been selected for reference in this essay is the third largest for profit healthcare services provider in the world and has over 50 facilities spread across Asia. It has to its credit, the largest hospital under one roof in Asia – over 1200 beds. The organisation was started with the purpose of providing affordable healthcare services of international standards within Asia (Walker, 2006). This was the primary mission when the organisation was setup 25 years ago. Thus far, the organisation and its facilities have met the initial purpose with which they were started, and to-date provides some of best and latest technologies in medical care. Quite a few of the facilities are Joint Commission International [JCI] accredited which itself is a reflection of the standards that are followed within the institution. Some of the JCI audit team members have gone on record saying that they were pleasantly surprised with the level of patient communication and commitment that the healthcare organisation has. JCI has praised several of the methods and processes adopted by the organisation in delivering patient care especially in the area of cardiovascular, stroke and stroke management (Apollo Health, 2010).
Most of the facilities of the organisation are spread across sprawling complexes and large areas of real estate. There are specific entry and exit patterns laid out for each of the category of visitors into the facility – the patients, customers and their visitors, emergency and trauma care, ambulances, service providers and finally employees of the facility with excellent and well demarcated parking facilities. Typically, the structures are multilevel with modern elevators and occupant movement facilities. The intensive care areas are well isolated yet accessible and separate HVAC systems are provided. Extensive facility support systems and equipment provided with air-conditioning using latest air-filtration technologies and a variety of electrical back-up generation facilities.
Indeed, the importance of allied health and organizational structure to facilitating the outcomes of the institution have been recognized by several researchers discussed in the readings of Module 2. Organizational theorists and practitioners are interested in both the elements of organizational structure as well as the components that influence and determine that design. These include predominantly size, technology, environment and strategy. My organization has a different structure to a smaller sized one due to the larger number of employees, patients and services provided. The division of labour is conducted through more elaborate coordinating mechanisms manifested in the standardization of work processes and outputs to coordinate work activities. These attempts at coordination create a hierarchical efficient structure and lead therefore to more formalization and effectiveness. My institution is internally more centralized due its size in order for information and decisions to be processed more effectively. Organizational structure plays a dominant role in the management of any enterprise including a health care facility. Structure is thus a theoretical concept whose understanding and proper application can generate benefits in terms of increased efficiency and effectiveness within the institution. (p.76, 77)
There are a number of external factors that influence the functioning and profitability of the organisation. One of the major influencing factors that are important among them is the introduction of various initiatives of the government in the social health sector. The government can set the quality standards of the health care sector through for example supporting the establishment of clinical data reporting requirements and providing rewards to those institutions who manage to achieve higher levels of quality. (Institute of Medicine, 2003, p.1) It is vital to understand this in the Asian context where most of the health services are paid for by the individual and the concept of health insurance is relatively new phenomena and still in its infancy within the Asian continent. This makes the well being of citizens a main government concern. Locally various levels of government have brought in legislation towards meeting this concern. Another important external influencing factor is the general economic conditions. This is important for the organisation as approximately 12% of its annual turnover is generated from the executive/employee health-checks or medical screening programs that it conducts. In case of an economic downturn this tends to make the organisation vulnerable. The third major influencing factor is emerging competition.
The organisation at the corporate level has its own methods and approach to the above external influencing factors (most of which are beyond the scope of this essay).
The first and the most important influencing factor surround government legislation. Universal healthcare is after all a broad concept that has been implemented in different ways in Asia. Governmental legislation, regulation and taxation is a common approach through which health care is implemented in order to provide access to as many people as possible while setting minimum standards of provision. For example, New Zealand uses general tax revenues to finance its system. (Devlin, 2001) The organisation has realised that after the government’s recent introduction of free healthcare to certain segments of society this resulted in a sudden surge in demand. This is over and above the patients that come with a full payment structure or private medical insurance. This created high utilisation and low cash realisation to the organisation at the cost of extremely high levels of sophistication.
To handle this challenge and change in situation the organisation has dedicated one facility in a major city to be accessed by only government subsidised/referred patients while self paying customers or those with private medical coverage are declined service provision at this facility and are directed to other facilities within the healthcare organisation group. This clearly demarcates what is being provided free and what is being provided for full payment. This became essential as the government-funded patients’ nutritional requirements (meals) were/are not subsidised, and consequently had to pay to be served meals by the hospital nutrition service. Under existing policies of the hospital outside food is not allowed to be bought in for consumption by hospitalized patients. (Asia Pacific Management Forum) This created a dilemma for the hospital concerned as some patients who could afford food were served it, while other patient’s who could not, went without. This was becoming difficult to manage and bordered on discrimination. To avoid this and other related issues the organisation decided to separate facilities for different user categories.
A second contributing external influencing factor is the overall domestic economic situation. Approximately 12% of the turnover of the hospital comes from executive health checks that are primarily financed either by individuals themselves or by employers. In situations of economic downturn where there is an extreme squeeze on liquidity for individuals, the general tendency is to avoid periodic health checks if things appear to be working fine. (???reference???) Secondly, organisations tend to cut down on costs that are not imminently required. This has a serious impact on the organisation’s overall business. To tackle this situation, the organisation has hired a public relations agency that has a single point agenda of promoting preventive health care and highlighting the importance of continued health checks as a cost saving measure for organisations, as they tend to save on absenteeism and other indirect employee costs.
Healthcare is an emerging industry in Asia and many corporate facilities are emerging on a monthly basis that is challenging the organisations market position and market share. To handle this situation the organisation has adopted a twin pronged approach (Rouse, 2008). On one side the organisation has embarked on an aggressive publicity and marketing drive to deepen its hold on the Asian market. Meanwhile the senior management & board decided to invest in the latest technologies and education of employees on leading to improved methods of providing care. These two strategies when combined, the organisation hopes, will pave way for more industry leadership and increased market share.
Systems Type: The organisation can be described as being more of a closed system than an open system. This is because of over a period of almost three decades the methods of working and delivery have been framed and are expected to be ‘religiously’ adhered to, notwithstanding that several of the senior management/board positions are held by family members.
Even in face of extreme changes of the external influencing factors, very rigid systems exist to ensure that such changes are taken on record and are deliberated over long periods by various management structures and committees within the healthcare organisation as a whole, which eventually filter to the organisations executive board. The deliberations are conducted in extremely stringent conditions, and ultimately, decisions are extremely centralised and are limited to very few individuals within the organisations senior management structure. This makes the response to external stimuli very restrictive (Heil, 2010).
Such an approach of being a closed system is a great disadvantage to the organisation as the response to external environmental stimuli is very limited and often too lengthy that allows more agile competitors to indulge in very fluid tactics against the organisation, to which the healthcare organisation is slow to respond (Heil, 2010).
References
(ICMR), I. C. (2003). Introduction to Organizational Behaviour. Hyderabad: ICFAI Center for Management Research (ICMR).
Angelo Kinicki, R. K. (2008). Organizaitional Behavior, 3rd edition. Arizona State Univeristy.
Apollo Health City. (2010). About Us. Retrieved April 09, 2010, from Apollo Health City: http://www.apollohealthcity.com
Bell, W. F. (1996). Organizational Development – Behavioral Science Interventions for Organizational Improvement (5th Ed). New Delhi: Prentice Hall of India.
Chopra, S. (1992). SCM – Strategy, Planning and Controls for Manufacturing & Services. McGraw Hill.
Dickman, R. (1997). Medical testing: Issues and ethics. Forum for Applied Research and Public Policy .
Frederiksen, L. W. (1982). Handbook of Organizational Behavioural Management. New York: Interscience – Wiley.
Heil, K. (2010). Encyclopaedia of Management: Open and Closed systems. Retrieved 12 April 2010 from http://www.enotes.com/management-encyclopedia/open-closed- systems
James, J.J., Subbarao, I. & Lanier, W.L. (2008). Improving the Art and Science of Disaster Medicine and Public Health Preparedness. Mayo Clinic Proceedings (pp. 559-562). Proquest.
J.C. Anderson, J. N. (1990). A Model of Distributor Firm and Manufacturer Firm Working Partnerships. Journal of Marketing , 42-58.
Kalwani, N. N. (1995). Long-Term Manufacturer-Supplier Relationships. Journal of Marketng, Vol: 59 , 1-16.
Prasad, D. H. (2009, November 29). Dealing with Cancer – more than just medicine. (D. K. B, Interviewer)
Rouse, W. B. (2008). Health Care as a Complex Adaptive System: Implications for Design and Management. National Academy of Engineering of the National Academies , 1-5.
Walker, D. M. (2006). Non-profit, For Profit and Government Hospitals – Uncompensated Care and Other Community Benefits. Committee on Ways and Means, House of Representatives. United States Government Accountability Office.
The Study of Health Services Organizations is Relevant to Nursing Profession Practice
Health services organizations are extremely sensitive organizations whose services are indeed essential to guarantee social order and stability within any society. It is interesting to note that despite the importance of the health care industry in the lives of all people, most individuals do not desire going to the hospital. There is a sense of fear from this institution, a fear linked to the ideas of sickness and pain associated with being a patient. This is the general human mentality. However, regardless of how much one might resent the concept of the hospital, most people find themselves forced to pay this place a visit at least a few times throughout their lives. Health care providers are however not the same even if generally grouped together as a consequence of their common similarity: taking care of the patient. Health Service Organizations are financial and managerial organizations whose inner structure needs to be effective and efficient to provide the patient with the required and expected level of quality care. The study of the diverse facets of Health Service Organizations, including for example employees satisfaction, financial management and organizational structure, is essential to the enhancement of this crucial social sector. This idea is especially understood well when the segments of the Health Service sector are taken into perspective. This includes for example the nursing profession whose effectiveness, well-being and advancement is closely tied to the general assessment and study of the functioning of Health Service Organizations.
Certain generalizations can be made regarding the health service providers. As with any business, health service providers can be classified into two broad categories: non-profit and profit oriented institutions. The difference between these two types of institutions is indeed significant and very important in understanding the kind of hierarchical structure to be found within any kind of health care organization that belongs to either type. Profit oriented organizations function with a sole purpose of generating higher profits for the stake holders, while not for profit organizations function with the sole purpose of effectively delivering services. However, whatever the primary motive of the organization the fundamental effort is same – to stretch every dollar that enters the organization. In the case of non-profit institutions it is nevertheless very important for the organization to stretch every dollar while providing the best possible quality of service at all times. The focus is thus above all on the service and the patient rather than the profit.
Nursing care is very important within the provision of health care services to patients in hospitals. This is very simple to understand. Patients can reach a doctor directly if the problem was the simple need for an assessment. However, nursing care is what drives patients to enter a hospital on a 24 hour basis. The attention patients receive from this type of health care professionals is an integral part of the healing process which highlights the need to dwell further about the different aspects of health service organizations for the proper assessment of the most effective methods through which to improve the nursing sector.
What is however interesting to observe is the fact that despite the importance of the care nursing personnel provide to patients they are nevertheless not incorporated within the organizational hierarchy of the health service organization. The reasons for the obstruction in their status within the health care industry at large are indeed varied. For example, one of the reasons why nursing personnel’s growth is limited is related to the absence or decreased understanding of the broad organizational and management principles within health service organizations. The study of this facet of this particular service industry could thus lead to the improvement of the nursing sector. Hence it becomes important for a nursing professional to learn, understand and practice larger management and organizational theories for personal growth. This is also important for the growth of the organization. It is important for everyone in the organization to understand larger organizational perspectives and priorities to be able to effectively deliver the services required while staying within the financial budget of the organization. The accomplishment of this goal would serve to transform the organization into an effective and efficient entity.
The nature of healthcare organizations is very different from any other organization. This is directly related to its delivery of a type of services that play a direct role in the lives of the patients. In addition to this, a typical healthcare services organization is reliant on human labor forces regardless of how automated or technologically advanced it might be. It is indeed very easy to allow a machine to conduct human work. However, this would be impossible in the health care generally and the nursing care specifically. Take the example of the dressing of a wound. Any nurse can perform this task which requires not only knowledge but also attentiveness and sensitivity regarding the patient. A nurse professional is able to combine between these requirements whereas a machine can simply not. Therefore, it is complicated to trust technology with taking fully over human work. The key to advancement lies then in the specialization and sophistication of the profession itself through research and analysis of the components necessary for the enhancement of the health care services that nurses provide. In short, the nature of the health care services organizations is based on its reliance on humans.
In addition to its foundation on the basis of human intensive labor, health service organizations are also characterized by their dependence on expertise for success. Indeed, expertise is simply equitable to professionalism, efficiency and effectiveness within this service industry. Expertise is highly valued and promoted through for example long term internships in the nursing care. Expertise is also limited again to a few individuals which makes these individuals highly desirable. However, regardless of how experienced and knowledgeable a doctor or nurse might be, he is still reliant on technology to be able to make an accurate diagnosis. Technology and expertise are woven together within the health service industry to provide efficient care to patients which makes their study and promotion on a continuous basis very important. This is also where the manufacturing and health service industry’s roads cross.
Time is of the essence in the health care industry. While a few seconds do not make a great difference in the manufacturing business it could be the difference between life and death for a patient. Taking this aspect into consideration it is hence important to rely on efficient technology to make the most accurate assessments and offer the best treatment in the shortest amount possible as a health care professional. Again in a health care services organization, human skills form an important part in deciding the positioning of different resources at different locations. For example a nurse who has no experience in certain bedside procedures cannot be charged with taking care of an intensive care unit. She needs to be first adequately trained, tested and only then be posted. Similarly a ICU nurse cannot be posted in a non ICU situation, this will be a drain and waste of resources. So even the case of the simple postings of duties, which is more a mundane personnel department task, becomes a complicated issue that demands an understanding of skill inventory of each individual (Keerti, 2006). Again in the same situation the nursing positions are typically varied in nature with more than one supervisor and peer relationship for each nurse on duty. A typical nurse on duty is expected to be an effective assistant and report in a timely and accurate manner to the duty doctors, visiting specialists and surgeons, the floor coordinators and the nursing superintendent. A nurse professional is also expected to maintain excellent working relationships with the pharmacy and stores personnel.
All the above cited challenges and more call for a formal understanding of human resource structures and dimensions,. This only underlines again the importance and need for the comprehensive study of organizations relevant to the improvement of the work of a nursing professional.
Organizational efficiency and effectiveness has been an issue that most managers have attempted to comprehend fully in order to maximize the material benefit without risking the quality of the services provided. Efficiency can be simply defined as doing things right while effectiveness can be understood as the conduct of the right things. For instance it is very efficient to be able to use generic paracetamol with patients. Since it is a generic medicine, the cost is less and hence more efficient. But effectiveness is answering the question if paracetamol is the right drug for a patient. In a healthcare services provider scenario it may be necessary at times to sacrifice efficiency to be effective. The patient’s needs have to be addressed as his condition is part of the treatment procedure. Taking all these factors into account the question of effectiveness and efficiency within the health care sector becomes even more complicated. The stress is also great for a health care professional because not being effective or efficient enough could mean the loss of a life or at the least, its damage through physical impairment. The services offered by professionals, by nurses, have to be effective. This is not open to question or negotiation. How to carry this task out is nevertheless open to further debate and analysis in addition to research.
The nursing professionals world over use the concept of a nursing pathway while delivering services to patients. Thereby, they and have their specific sets of practice while dealing with patients to be able to deliver their services effectively. These are specific SoPs (standard operating procedures) that are used in every given situation (U.S. Bureau of Labor Statistics Office of Occupational Statistics and Employment Projections, 2009). These SoPs are formulated over the course of years of practice and improvisation and finally become standardized in an institution / organization. SoPs are designed to be effective as well as efficient.
It is vital to study the principles of a healthcare services provider organization to be able to understand specific issues that are unique to these institutions. For instance the mix of hierarchical and matrix structures and the grasp of human skill inventory is critical. Now understanding the wider HRM principles and appreciating the uniqueness of the healthcare services organization becomes important for a nursing professional to be able to effectively deliver patient care services without sacrificing organizational priorities and the human needs of the colleagues.
Another very important area of cost management is the availability of material at hand. This can be achieved through the maintenance of adequate stocks in the central store for the delivery of services for a nursing professional (Christopher, (1997)). For instance sterile wet swabs are necessary in volumes on a daily basis for a nursing professional. Different syringes are required which means that different medications are required in the stock. This suggests that a nursing professional needs to appreciate and understand the fundamental principles of inventory management and supply chain to be able to effectively stock while not increasing the inventory cost and at the same time not risking stock outs. Providing a course for nursing personnel that addresses these concepts could go a long way in increasing efficiency of conduct and therefore organizational effectiveness.
While the work of a nursing professional seems to be isolated and totally insulated from the external environment, it is important for a nursing professional to actually understand and appreciate both the external and internal environments to be able to work effectively and deliver the best of care to the patients while protecting the interests of the organization (Department of Health and Human Services’ Office of the Assistant Secretary for Planning and Evaluation , 2003).
It is thus relevant to conclude from the aforementioned that the nursing professionals are impacted by external political, economic, social, technological and legal environments and the developments therein. The changes in organizational policies, SoPs, decisions, structures as well as the alterations in the management serve all to impact the nursing professional.
External political influences may play a very limited role in the nursing practice, but have however a direct impact on the practice itself. For instance a legislative restriction on the nature of practice impacts the nurses directly. To illustrate this further, let’s dwell on another example. If it is decided that, in view of the acute nursing shortage, it is appropriate to have nursing schools that have shorter training cycles instead of the generic 4 year degree program this is likely to have a large impact leading to a huge sudden surge in the supply of the nursing professionals who are legally allowed to practice but professionally less competent and therefore less efficient. While this might seem farfetched, it is an example of how political and legislative controls can affect a nursing professional.
It is important from an organizational view-point as well as a personal view point that a nursing professional remains updated about the technological improvisations in his field. For instance there might be new invented medicines that bring about improved and more effective results. Remaining up to date through for example courses is thus important for a nursing professional. There might be newer instruments that can make the nurses’ life easier. It is thus vital that a typical nursing professional is schooled on a continuous basis throughout his career as the medical field is a changing field.
As an organization progresses in time, it learns from its own experiences and keeps modifying the principles and policies that it applies. For instance an organization might decide to change the work timings because of certain external developments. The work timing is an internal factor totally internal to the organization. A nursing professional is expected to keep to the new timings and adhere to the changed organizational policies at all times.
All these changes and developments in the external and internal environments of a health care service provider has a direct impact on the nursing professionals which means that the nursing professionals are not at all insulated from such developments. It is very important for a nursing professional to be cognizant of such developments and adhere and adapt to the changed environments to be able to survive and grow in the profession. This is why research related to health organizations influences the work of nursing professionals.
Bibliography
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