Organizational Structures and Functions

Executive Summary
Like the majority of other American cities, Mission Viejo in Orange County and its sub-counties continue to experience shifting demographic tides that have seen the elderly population grow astronomically. Statistics from the US Bureau shows that there are nearly 73,018 seniors aged 65 plus living in Mission Viejo area and other surrounding counties.The rising number of the senior population continues to put a strain in health care setting as the demand of health care services and management take on a new face within the need to manage chronic diseases as well as provide educational care that is aimed at managing and preventing age-related diseases. For this reason, the Mission Hospital in Mission Viejo seeks to extend its services to the elderly by opening the Golden Age hospital (GAH) whose mission is to provide dignified and excellent health care to enhance the wellbeing of the senior members of the community. Currently, the Mission Hospital Group houses the Mission Hospital and the Children’s Hospital that operate independently but have shared ancillary and administrative functions which are centralized from the main hospital. In light of this, the GAH shall be integrated into the hospital groups as a separate functional unit with shared administrative and ancillary services from the main hospital. This shall involve coordinated and even sharing as well as inter-functional communication and coordination of some services tasks and roles. As to the services that shall be provided, a needs assessment from the survey shows that the elderly population in Mission Viejo requires a diverse range of primary care services in mental health, Diabetes and nutrition, cardiovascular diseases, Cancer and physical therapy. Furthermore, the survey lists the need for counseling services in mental health, smoking and diet plans. Apart from the health aspect, there is an increased need for healthcare givers to understand the non-clinical aspects of care since they have a direct impact on an individual’s accessibility to care.
From figure 1 above, the organization is arranged in functional units, with the children unit having separate functions from the mission hospital. In retrospect, Golden Age Hospital will be set out as a separate functional unit from the former. However, the ancillary services and administration will still be managed from a centralized point.Technology will be standardized across the hospital, such that a patient’s data can be accessed, by the other functional units that need them.
This said the collaboration would be primarily coordinated across the various functional units such that the geriatrist can assess patients assessments from the administrative unit. In the same way, a physician attending to a senior patient can also access Lab readings from the ancillary section. At this point, it’s worth noting that some services may be shared across the various functional units. However, other services shall remain independent. This brings in a complex system, more like a matrix system that may require coordination and a dual chain of command where employees answer to more than one manager from different departments. This is extremely important for the provision of care in a continued state.
In GAH, the geriatric unit is divided into geriatric nursing and geriatric surgery. Therefore, nurses may be rotated depending on the areas of specialty because both the surgical unit and the nursing unit operates as a result of coordination and communication. Collaboration outside the functional units should also be encouraged through team building activities for the whole hospital network. According to Cuellara & Gertlerb (2006), an adequately coordinated team building promotes efficient coordination among departments and project teams. As a result, employees are likely to have a collective perception of responsibility in the provision of care, shared vision as well as cohesive and coordinated problem-solving skills and decision making.
Need Assessment
Underlying needs assessment is the assumption that there are some specific common needs among a group of patients that can, and should, be proactively addressed by primary care practices (Gershon, 2003).
To understand the distinct individual needs of the target population, we collected information using a survey of 500 residents, along with common medical conditions, local medical institutions for seniors and demographics for the nine municipalities.
When it comes to bed and setups, it is hard to indicate the exact number of beds that may be required as this is in part determined by the patient’s financial status. However, considering that there are about other two elderly operating facilities in the areas, we suggest having at least 200 beds for starters. On the other hand, Mission Hospital has about 552-bed, as such 200 beds can satisfy the demand of the seniors(Mission Hospital, 2018).
Results from the survey show that the elderly population in Mission Viejo requires a diverse range of primary care services in mental health, Diabetes and nutrition, cardiovascular diseases, Cancer and physical therapy because of frailty that accompanies old age. Furthermore, the survey lists the need for counseling services in mental health, smoking and diet plans. Apart from the health aspects, there is also a need to provide insurance coverage for seniors, transportations services as well as community clinics. The need to meet nonclinical needs along health-related ones is seen as critical to providing holistic care in an attempt to improve overall health care.
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Cuellara, A. E. & Gertlerb, P.J. (2006). Strategic integration of hospitals and physicians. Journal of Health Economics. 25(1); 1-28.
Gershon, H. J. (2003). Strategic positioning: Where does your organization stand? Journal ofHealthcare Management, 48(1), 12-4. Retrieved from https://search-proquest-
Mission Hospital (Mission Viejo, California). (2018). Retrieved from