HOW CAN ISSUES WITH THE MACHINE BE SOLVED? 2) WHAT IS THE CAUSE OF POOR COMMUNICATION AND WHAT PREVENTS IT FROM HAPPENING AS IT SHOULD? 3) IS THERE A WAY TO PREVENT OR MINIMIZE PATIENT CANCELLATION? RESEARCH METHODOLOGY
INSTRUCTIONS: Students will conduct an organizational development diagnosis. From the diagnosis, develop an OD problem statement, collect and analyze data, and identify appropriate interventions to effect change. This paper must be original for this class. 8 pages not including cover or bibliography, APA format.
Organization Diagnosis and Intervention Plan
GentechInterventional Radiology
Student
MGMT 5325
Organizational Development and Change
Dr. Tim Parker
April 25, 2015
Abstract
Understanding the need for organizational development in many different businesses and organizations, the Interventional Radiology department within a healthcare system was selected for improvement. After interviewing employees of the department, a diagnosis is made including a number of different issues that need to be addressed. After a diagnosis, areas and processes that needed intervention are given a plan and approach for each. Ultimately, with two effective interventions, the department will grow in areas of communication and process improvement, having an open mindset to future growth.
Gentech Interventional Radiology
Background on Case Study Organization
Gentech Medical Center is a hospital that provides a wide variety of services for those in need. One general department within this organization is the Interventional Radiology department. Interventional Radiology provides a variety of diagnostic and interventional studies. Mainly in diagnostic exams, a contrast liquid that shows up on x-rays is injected into veins or arteries in order to highlight them and visualize what cannot be seen otherwise. With interventional procedures, according to the lead technologist, there is a wide variety of actions that can take place, including: placing cement into fractured bones in order to relieve pain and prevent further fracture; placing dialysis catheters in the veins of patients with kidney failure; action taken against plaque build-up in arteries (stent placement, ballooning and expanding the vessel, or removal of plaque); and the sampling of spinal fluid to allow lab tests to be performed. All of this is done with at least one radiologist, one radiology technologist, and one radiology nurse in the room for each procedure (R. Calvo, personal communication, April 16, 2015). After some procedures, mostly the ones requiring intervention, there is a recovery period in which a nurse monitors a patient while they are waiting on sedation to wear off.
Inputs within the department consist of human capital, physical use of machinery, use of supplies from outside sources, and raw materials and information from its own environment. The human capital is composed of three technologists, four nurses, and one radiologist. There are two different rooms in which these procedures can take place, serving as a physical location for the environment. The machinery used includes: monitoring equipment for patient health statistics; digital radiography equipment allowing for the visualization of activity taking place within the patient using radiation; and a computer system in order to store imaging, access a patient’s chart, and make changes to the chart. Supplies are ordered on a daily basis in order to have necessary sterile supplies when needed. These come form a variety of companies, based on their specialty and knowledge. Raw materials consist of the patient chart that is given from the attending physician within the hospital or the ordering physician from outside the hospital.
According to the charge nurse, the general environment consists of competition between the radiologist and cardiologists, recalls on products and supplies, and unexpected cancellation of procedures. In the task environment, there is some supplier power with new products and companies that have patents on effective ones (C. Lathrop, personal communication, April 16, 2015). Understanding the importance of having advanced technology for the sake of the patient, patented products can easily be sold for thousands of dollars apiece, depending on the product. Some products may be used, but approval for reimbursement of the surgical action may not be given yet. This approval is by Medicare, and without it the organization can lose money based on the amount spent on a patented product.
Transformations occur, according to the radiologist, when radiological services are performed. After these procedures take place, the patient is charged for the supplies utilized as well as the action of diagnosing with x-rays and intervening in a surgical manner for the patient’s benefit. The financial return to the organization is used in order to fund the purchase of necessary supplies, as well as upgrades in machinery when needed (G. Yoder, personal communication, April 16, 2015). With the ability to fund the purchase of high-quality machinery and the salary/wages of the employees, this organization transforms financial gain into high-quality patient care.
The structure is designed with one nurse being in charge of the other three, one technologist in charge of the other two, and the radiologist is not employed by Gentech Medical Center, but has the final say in exam performance since he is the physician actually performing the procedures. The nurse in charge designates a nurse to be in the recovery area for most of the day, and designates patients to the other nurses to monitor during procedures. The lead technologist coordinates with the charge nurse as far as exam scheduling and procedure order is concerned. He also orders supplies, while all three restock the room as supplies come in. All three technologists assist the physician during the procedure, one for each procedure, and apply charges to the patient’s exam chart after the procedure is performed. The radiologist performs the procedures and dictates, according to Medicare standards, in the patient exam chart regarding the procedure performed. According to the lead technologist, the Human Resources department originally is who selects employees, with the help of the supervisor, and monitors the annual evaluation of the employees. Employees receive an annual raise following their evaluation. The amount of their raise can be up to three percent of their current hourly rate, but is dependent on their current ability to meet or exceed expectations voiced upon the start of the employee/employer relationship (R. Calvo, personal communication, April 16, 2015).
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