4. ● In recent years, growing applications of OD in service
industries can be seen as this entire sector continues to
grow.
● Historically, most published material on OD has focused
on applications in industrial and manufacturing
organizations.
● However, applications of OD may be modified in order
to:
(i) extend beyond the narrow industrial model, or
(ii) extend into any new industry or unique
organizational setting or situation
Health Care
5. ORGANIZATION DEVELOPMENT IN HEALTH CARE
• Health care is a dynamic and complex industry experiencing
significant growth and change.
• Though it is beginning to change, consumers are often insulated
from the economic consequences of their major health care
decisions, including:
- lifestyle choices,
- health habits,
- which hospital to go to, and
- where to get outpatient services
• Access to the health care system and the cost of care are mostly
determined by insurance provided through Medicare, Medicaid,
or private insurance, the majority of which is provided through
employers.
6. On Providers of Care
● The key providers of care are not all connected through an
employment agreement.
● The hospital or any other setting where care is delivered does
not typically employ the physician. Rather, most caregivers, with
the exception of certain specialties, such as radiology, clinical
pathology, or emergency medicine, have to apply for “privileges”
to work at a hospital or any other care setting.
● Physicians often do not exclusively work at one hospital or
outpatient facility. They behave more as independent
businesspersons. In some cases, they compete directly with
hospitals, clinics, and other outpatient facilities for patients and
revenues.
7. On Facility Capacity
•Demand often outstrips facility
capacity in many geographical areas
and medical specialties.
•Capital expenditures are often
regulated by Certificate of Need (CON)
laws, so even if the organization has
the capital, additional capacity cannot
be provided easily or quickly.
8. TRENDS IN HEALTH CARE
• Diagnosing the Organization
• Diagnosing the family-run organization requires the
particular tasks and skills necessary to understand the
family system in addition to the business system.
• “Presenting” issues and problems that appear to be
business related often require careful probing and
unbundling to get an accurate picture of “what is
happening.”
• Trust building, begun in the entry phase, continues in
the diagnosis stage by bringing the family together for
an orientation meeting.
9. Opportunities for Organization
Development Practice
● Creating Effective Cultures
● High-Quality, Cost-Effective Human Resource
Systems
● Effective Job and Work Designs
● Restoring Trust In and Among Stakeholders
10. Success Principles for OD in Health Care
• Demonstrate the Relevance of the
Subject to Strategic Performance
• Demonstrate the Importance of Depth
for Sustainability
• Demonstrate Competence
• Facilitate Integration Among and
between the Diverse Parts of the
System
