ORGANIZATIONAL DIAGNOSIS PROJECT
For students interested in applying organizational diagnostic models, methods, and processes to healthcare organizations, this option allows evaluating a case study from the University of Virginia’s academic healthcare system.
At nine pages minimum, this assignment calls for the following:
1. Using any of the diagnostic models discussed in lectures, class readings, or credible and scholarly external source material as a starting point, build a diagnostic model that could serve as a foundational and generalizable framework relevant to a healthcare organization such as the University of Virginia (UVA). The model should address organizational structural components reflective of how complex healthcare organizations operate, such as design, structure, operations and operational performance, culture, talent, leadership, open-systems concepts, and others as you see necessary.
2. Within the context of your model, discuss effective data collection methods you would recommend being used a priori to the interventions that UVA used given the problems they were trying to solve, including a justification for growth (e.g., new service lines).
3. Given UVA’s change intervention, discuss what you see as the a priori diagnostic indicators that would suggest the need for such an intervention, linking the presenting problem(s), your HYPOTHESES for causes, and the organizational indicators that justified taking action. Connect these to the model you created above.
4. Discuss the pressure points present in the organization that might suggest an intervention would be difficult, as discovered through a diagnostic study (hint: think about intergroup relations, boundaries, etc.).
5. The bottom line to this assignment: How would you justify beyond the mere opinion that UVA had selected the correct set of interventions?
Given the case study of the UVA Health System and what they have achieved within a specific timeline with a model designed that improved and demonstrated excellence in aspects of patient care, staff development, leadership development, and performance management in an academic health center.
a. Assuming you were to evaluate the UVA Health System that was ineffective in all aspects of health management development, what should you have done differently to achieve a similar result?
b. What model would you design to solve the UVA Health System’s initial problems?
c. Support your analysis and conclusion with written narratives, using graphics charts and tables to interpret your data analysis.
