Part II Section B Project - Week 2 Number Of Pages: 1

Part II Section B Project - Week 2 Number of Pages: 1

Return to the case study, Karolinska University Hospital. As you consider the information presented this week, recall the key issues that your team identified during Week 1. You will now begin to create a section for your Team Project by articulating points related to “Organizational Theory” (e.g., strategy, structure, culture) that the transition team in this Case Study should keep in mind as they work together following the merger.

The following may serve as a guide for your discussion and provide opportunity for you to engage critical thinking, reflection, and application. You are encouraged to build this collaborative knowledge into your actual assignment:

• What are the newly formed organization's key strategies? What could be surmised about this from the case study? What else might you suggest based on insights you have gained from the learning resources as well as in other courses in this master's program? Consider trends influencing healthcare such as quality and safety, patient-centeredness, financial constraints, and technological innovation.
• How should the organizational structure be designed to reflect those strategies? What would an organizational chart for this entity look like?
• What is the role of governance in this organization?
• Why is organizational culture important? What is the relationship between an organization’s structure and its culture?
• How should the organization's vision, mission, and values reflect its culture and strategies?
• In the future, what data or artifacts would indicate if the organization’s behaviors are congruent with its mission, vision, and values?

As you work on this, consider your assigned role for the case study as well as the perspectives of other stakeholders that may not be reflected within your small team. How will you ensure that their input is integrated throughout this process? Be sure to evaluate specific ideas from all of this week's learning resources.

In consultation with your instructor, your team will determine the details related to this topic that should be included in your project outline and ultimately in the PowerPoint presentation that you will complete during Week 7.

The assignment: Begin to develop your section for this week's material, clearly titled (e.g., "Organizational Theory"). Develop this in Microsoft Word using APA format (Title page, Introduction, body, conclusion, reference page). The following key points should be addressed:

• Mission, vision, and values and the way in which they reflect the organization’s culture and strategies;
• Data or artifacts that would indicate if the organization’s behaviors are congruent with its mission, vision, and values.

Post this weekly section to the discussion forum by Day 7 as well as the Turnitin link in the Week 2 Team Project area. You may utilize other methods for collaboration outside of the classroom such as Google documents. However, it is IMPORTANT that you also post this information on your discussion board within the course room. If you do not, there is no way to assess your participation and you will not receive credit for your individual contributions. Your written assignment must follow APA guidelines. Support your work with specific citations from this week's learning resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure correct in-text citations and references. The information in these weekly sections will be used to create your final PowerPoint presentation, so consider developing your PPT along the way for ongoing collaboration prior to Week 7.

Paper For Above instruction

The merger of healthcare organizations presents both opportunities and challenges for establishing a cohesive organizational structure rooted in sound theory and strategic alignment. In the context of the Karolinska University Hospital case study, this paper explores critical organizational elements—strategy, structure, and culture—that the transition team should consider. Emphasizing the importance of aligning these elements ensures the organization effectively advances its mission and vision while fostering an adaptable and resilient environment.

Strategic Foundations of the Newly Formed Organization

The key strategies of the merged entity likely revolve around enhancing healthcare quality, ensuring patient safety, embracing technological innovation, and maintaining financial sustainability. The case study suggests a focus on integrating cutting-edge medical technologies and streamlining patient care pathways, which align with broader healthcare trends emphasizing patient-centeredness and safety (Baker et al., 2017). The strategic goal should be to position the organization as a leader in clinical excellence while optimizing operational efficiency.

Based on insights from healthcare management literature, additional strategies should include strengthening organizational agility, fostering interprofessional collaboration, and embedding continuous quality improvement processes (Shortell & Kaluzny, 2019). These strategies support a culture of innovation and responsiveness, essential in the rapidly evolving healthcare landscape.

Designing Organizational Structure to Reflect Strategic Goals

The structure of the organization must facilitate communication, streamline decision-making, and support multidisciplinary collaboration. A matrix or hybrid organizational structure may be effective, combining functional departments with project-based teams focused on initiatives like digital health or patient safety (Cummings & Worley, 2018). An organizational chart would depict a centralized leadership team overseeing various clinical and administrative units, with cross-functional teams designed to address strategic priorities, ensuring flexibility and responsiveness.

The Role of Governance

Governance plays a pivotal role in establishing accountability, transparency, and strategic oversight. A well-defined governance framework ensures stakeholder interests are balanced, ethical standards are upheld, and organizational policies align with strategic aims (M吊lch & Gardner, 2020). In healthcare mergers, governance structures must also facilitate stakeholder engagement and adaptive leadership to respond effectively to ongoing changes.

Importance of Organizational Culture

Organizational culture underpins employee behavior, patient interactions, and overall organizational effectiveness. A culture emphasizing safety, respect, and excellence supports strategic priorities like quality improvement and patient-centered care (Schein, 2017). The relationship between structure and culture is reciprocal; a flexible organizational structure fosters an open culture, while a strong culture can influence structural adaptations.

Aligning Vision, Mission, and Values

The organization's vision, mission, and values should reflect its strategic focus and cultural aspirations. For example, a mission emphasizing innovative patient care must be supported by values promoting continuous learning and technological adoption. Clear articulation of these elements guides decision-making and aligns staff behavior with strategic goals (Kaplan & Norton, 2008).

Indicators of Congruence

In the future, artifacts such as staff engagement surveys, patient satisfaction scores, clinical outcome data, and compliance with safety protocols serve as indicators of behavioral alignment with the mission and values (Ginter et al., 2020). These data points reveal whether organizational actions are consistent with expressed goals, enabling ongoing assessment and realignment.

Conclusion

Aligning strategy, structure, and culture within the merged organization at Karolinska University Hospital is vital for achieving its objectives of excellence, safety, and innovation. By carefully designing organizational elements to support strategic aims and fostering a culture aligned with shared values, the organization can navigate the complexities of healthcare reform and technological change. Continuous monitoring of organizational behavior through relevant data artifacts will ensure sustained alignment with its mission, vision, and values.

References

• Baker, G., Cummings, G. G., & Worley, C. G. (2017). Organizational Behavior in Healthcare. Jones & Bartlett Learning.
• Cummings, T. G., & Worley, C. G. (2018). Organization Development and Change. Cengage Learning.
• Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2020). Strategic Management of Health Care Organizations. Jossey-Bass.
• Kaplan, R. S., & Norton, D. P. (2008). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Review Press.
• Malch, R., & Gardner, L. A. (2020). Healthcare Governance: Principles, Practices, and Impact. Springer Publishing.
• Schein, E. H. (2017). Organizational Culture and Leadership. Jossey-Bass.
• Shortell, S. M., & Kaluzny, A. D. (2019). Healthcare Management: Organization and Innovation. Jones & Bartlett Learning.
• Müller, R., & Gardner, L. (2020). Adaptive Leadership in Healthcare Mergers. Journal of Healthcare Leadership, 12, 95–107.
• World Health Organization. (2020). WHO guideline on digital health interventions. WHO Press.
• Harrison, J. P., & Van de Ven, A. H. (2016). Strategic Behavior in Health Care Mergers. Journal of Health Organization and Management, 30(3), 375-390.