21st Century Leadership and Management: Understanding Firm Success in Healthcare - Essay Sample

Introduction

The 21st century has brought aggressive changes in the leadership and management models in ensuring the exponential growth and success of the firms. Understanding the success of the firms has become essential. This includes measurement through the leadership approach, revenues, geographical coverage, market share, and shareholder equity. Analysis has shifted drastically, and organizations in the healthcare industry need to adopt innovative and novel management approaches to ensure the robustness and success of the firms. The healthcare system is entrusted with a crucial responsibility of ensuring high quality healthcare services and positive patient outcomes. The paper shall provide an in-depth analysis of the organizational setup and framework of an organization within the healthcare industry. It shall highlight the significance of the polarity thinking model and other relevant theories in establishing the organizational set up of the healthcare institution. Collins’ framework is the solution to establish integrated and coordinated care delivery within the healthcare system. Therefore, efficiency and robustness within the healthcare industry shall be enhanced through incorporation of the polarity thinking model and Collins’ framework of management.

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Healthcare Industry in the 21st Century as Complex Adaptive Systems

The healthcare industry is rather dynamic and proactive in the 21st century. Its determination as a complex adaptive system is through the energetic interactions within its entire organizational structure in the bid to meet the pre-determined goals and objectives. Complex adaptive systems are organizational approaches that see institutions as dynamic processes and instead from a personal perspective (Collins, 2020). There are so many interactions in the healthcare industry during the 21st century because of the need to establish an integrated and coordinated care delivery system in the health institutions. Therefore, the collective interactions between various team members have led to the development of the entire institutional behavior. This has become the new identity of the healthcare institutions in the 21ste century (Collins, 2020). There are challenges in the transformation of complex systems due to the homogenous mindset, lack of individual-based effort, and alignment towards the pre-determined goals and objectives. They are unpredictable, therefore, challenging to interpret the next course of action of the team members (Collins, 2020). Another major challenge is its secure attachment to the company's objectives. This creates a rigid mindset and system which becomes very difficult and cumbersome to alter.

John Hopkins Hospital

The John Hopkins hospital has always been my hospital of choice to work for. It has consistently maintained high standards of healthcare in Baltimore and across the United States of America (Collins, 2020). It is currently ranked at the third position in the entire USA. The hospital has been aggressive in three major sectors. Through its learning facility, it continues to educate medical students and equip them with knowledge and skills, plus it also educates members of the public. It has also been aggressive in biomedical researches and has finally provided high quality patient care towards all its clients.

The mission of the hospital is to improve the health of the community and the world by setting the standards of excellence in medical education, research, and clinical care. The vision of John Hopkins Hospitals has been to push the boundaries of discovery, transform healthcare, advances medical education, and create hope for humanity (Andrus, 2017). The core value strongly embraced by management and staff of the John Hopkins Hospital include excellence and discovery, leadership and integrity, diversity and inclusion, and finally, respect and collegiality. John Hopkins hospital is held in high regard in Baltimore. The hospital has provided community health services and ensured a healthy society through the provision of adequate care and quality medication.

Organizational Culture

Schein defined organizational culture as the underlying assumptions that have been invented and developed within an institution to help them learn and cope with the external forces and internal environment that have become fruitful to the organization Kouta et al., 2019). The corporate culture of John Hopkin's hospital is founded on the provision of high-quality care to its patients and aggressive medical research, integrity, and transformational leadership. The healthcare facility has always ensured that its patients have a world-class experience and receive high quality care and treatment (Kouta et al., 2019). It ensures proper documentation and integrity of the patient's information.

John Hopkins Hospital has been consistent in its objectives. The mission and vision of the hospital have been deeply integrated into every activity and project undertaken within the facility. It has consistently provided high quality care, and attaining the third-best position hospital in America is an impressive achievement (Kouta et al., 2019). During the COVID-19 pandemic, hospital IT management has introduced virtual hospitals. The virtual hospitals have been effectively utilized to provide high-end patient care for patients at home. The vision is also still burning and reliable as the biomedical research facility continues to employ new findings to elevate the medicine world to another level.

Artifacts, Espoused Values, and Basic Assumptions

Schein defined three components of the organizational culture. These include artifacts, values, and assumptions. Artifacts entail the visible phenomena. The John Hopkins hospital has world-class treatment facilities and therefore communicates its vision and mission to provide world-class care to its patients. In terms of espoused values, the organization possesses high-levels of integrity in its conduct and handling of the patient's health information. The integrity of the patient is a crucial component in the corporate culture of John Hopkin's hospital. Underlying assumptions within the Jon Hopkins hospital is their desire to transform healthcare and make groundbreaking discoveries in the medical field. Its biomedical research facility being a hub of innovation and scientific discoveries beneficial to the world of medicine.

Organization Climate

John Hopkins hospital is a hub of innovation and has been aggressive in its biomedical researchers and proactive improvement of its services towards its patients. The climate of the firm is innovative and dynamic (Ackerman et al., 2019). There is a positive quality culture that has built strong resilience that has stood the test of time. Through its innovative mantra, the hospital established a biomedical research facility that has been a house of improvements in the world of medicine (Blouin et al., 2019). Dynamism has been incorporated through its fast adaptation to changes in society and technological advances (Ko et al., 2019). For example, m during this COVID-19 pandemic, the hospital has established active virtual hospitals to tend to ailing patients. The staff I John Hopkins is governed by high profile and transformational and democratic leadership (Pandey et al., 2019). Through its consensus leadership partaking, the staff is involved in decision making; therefore, they are highly innovative and adaptive to changes implemented (Blouin et al., 2019).

Learning Organization

Senge describes learning facilities as those that continually enhance their capabilities to create long lasting effects. The John Hopkins hospital possesses a substantial selection and appraisal process that focuses on the strengths of its staff. The management implements effective strategies to derive optimal talent management within the firm (Doyle & Johnson, 2019). They ensure the staff is well encouraged and motivated to achieve the goals of the firm.

Leadership Style

The dominant leadership style at John Hopkins is democratic leadership. Its success in care delivery I s solemnly on the active participation of the staff in the decisions made within the health firm (Joshi, 2019). The manager has an open-door policy that gives room for any employee to share their ideas and insights. The management also carries out monthly meetings with the staff to speak on the development of the hospital.

Polarity Thinking Model

The model defines the way one can be able to predict futuristic phenomena by focusing on a single point. Understanding that there are different actions and decisions in an organization and interactions of them can result in effective management. In Hopkins, the polarity is well-balanced. The organization is majorly centered towards the pre-determined goals. One essential polarity is the use of virtual hospitals for patients. Many nursing practitioners and physicians have discouraged the current practice, and the hospital has set up mobile centers across various streets in Maryland for those unable to go to the hospital.

Collins’ Framework

Level of Greatness

Paul Rothman is currently the vice-chairman of the firm, and I firmly believe that he possesses the level of greatness, according to Collins. He portrays a high level of humility and professional will in his managerial roles. He has been in the profession for over 30 years, and his humility and mastery of the medicine discipline elevates him to the level of greatness.

Right People in the Bus

There is a useful and accurate selection process in the institution. This I evident as the firm is ranked first in Maryland and third in the entire nation. Through proper administration and leadership, there is integrated care services.

Brutal Facts

Brutal facts are the current realities encompassing an organization. The management has been at the forefront in facing its current brutal facts, and this being the third-best health care provider in America (Joshi, 2019). The management has carried out a reliable analysis within the firm to determine the flaws and weaknesses of the firm. Its positive quality culture ignites focus on streamlining the underlying problems while developing innovative strategies for futuristic gains.

Hedgehog Concept

The concept was borrowed from the Greeks, which states that the fox knows many things, but the hedgehog knows one big thing. The organization is passionate about improving the health of the community. This is evident, as John Hopkins is among the best healthcare organizations in the entire world. Its world-class facilities and innovative strategies imply its patient-centric approach.

Flywheel Concept

The flywheel concept involves the accomplishment of small outcomes to establish an autonomous working culture. The top management within John Hopkins needs to emphasize the goals and objectives of the firm. Its mission and vision should be the heart of their functionality. This shall enhance efficiency and coordinated care services towards the patients.

Disruptive Innovation

Disruptive innovations are novel ways to introduce that affect the normal functioning of the industry (Tabbah & Maritz, 2019). John Hopkins is majorly built on innovation. Its technological innovations have been felt during the shutdown due to the corona pandemic (Tabbah & Maritz, 2019). The management introduced virtual hospitals to cater to the needs of the patients unable to visit the hospital. This has ensured people can receive their treatment through communication with the physicians. In my future role as a nurse, my disruptive innovation is the creation of an integrated electronic health record system that can easily record the racial and ethnic information for the foreigners to ensure efficiency in their treatment (Ackerman et al.,...