Analyze the impact of business processes on organizational performance.

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The Impact of Business Processes on Organizational Performance

Jamin Trinidad

Purdue University Global

GB560 -Designing, Improving, and Implementing Processes

Dr. James Ready

10/08/21

Re-do Assignment #2

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The Impact of Business Processes on Organizational Performance

Anything that involves a series of actions carried out by a large number of individuals in

order to achieve a single common goal. At each stage of the process, everyone is assigned a task.

Management and automation methods are used in individual business operations. Personal

activities are streamlined as part of business processes to save duplication of effort and cost. To

achieve organizational goals, operational chaos must be removed, standardized procedures must

be put in place, and accountability must be created and maintained. Furthermore, they ensure that

responsibilities are in line with the organization's goals (Extensive Guide to Business Processes,

2019). Workplace processes must be aligned with the objectives of the business. As CEO of

GBMC HealthCare System, it is my duty to investigate the organization's business processes and

provide suggestions to improve overall performance.

Section 1- Overview and Goal Description

Its amenities include the Greater Baltimore Physician Center, a community hospital, and

43 general and specialty care physician offices. Gilchrist is also a part of the GBMC HealthCare

System, with three sites offering advanced and elder care, post-acute care, in-home and

institutional hospice, and inpatient hospice. GBC offers 32 GBMC Health Partners sites on

campus and 11 throughout Baltimore City and County. It has 4,388 full-time workers and 1,140

volunteers, and it runs a major hospital in Towson, Maryland. It also runs an inpatient hospice on

campus, as well as two more in Baltimore City and Baltimore County (Harmon, 2014). The

Greater Boston Medical Center's mission is to provide the highest-quality medical care and

service to each patient while also training the next generation of doctors, resulting in better

health, healing, and hope for the whole community. On the other hand, our aim is to provide

each patient with the same degree of care that we would provide to our own family members.

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Employees at GBMC must demonstrate a set of certain behaviors in order to promote the

organization's Greater Values of Respect, Excellence, Accountability, Collaboration, Ethical

Behavior, and Results. The Greater Values are intended to serve as a foundation for the creation

and maintenance of a culture of Service Excellence at GBMC.

As our country's healthcare system evolves, we must adapt our philosophy and

organizational structure to guarantee that we continue to provide high-quality medical treatment

to our community. We need to create a national paradigm for patient-centered care.

Patient-centered care is described as care that successfully and efficiently manages a patient's

health while taking into account the patient's and family's perspectives and experiences. Our aim

is to provide continuity of treatment while making navigating a wide variety of services as easy

as possible (Migdadi, 2021). Our doctors and nurses can confidently say that the advice and

treatment they provide are comparable to what they would want for their own families.

We will build the organizational and financial infrastructure required to offer evidence-

based and patient-centered care while also being accountable for the treatment we provide.

Collaboration and improvement will be distinguishing features of this. Physicians lead teams that

are in charge of patient care.

We are approaching the future with more zeal and knowledge than at any other time in

history. We are excited to build relationships with community-based and recruited physicians

who will serve as the foundation of the organization as a member of the Greater Baltimore

Health Alliance (Migdadi, 2021). We want to include everyone who shares our vision for health

care as it evolves to meet the needs of our community.

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Section 2- Vision Integration into Current State

As our country's healthcare system evolves, we must adapt our philosophy and

organizational structure to guarantee that we continue to provide high-quality medical treatment

to our community. We need to create a national paradigm for patient-centered care. We are

approaching the future with more zeal and knowledge than at any other time in history (Harmon,

2014). As CEO, I'm excited to build relationships with community-based and recruited

physicians that will provide the foundation for the Greater Baltimore Health Alliance's future

growth and development. To begin, I'd want to offer a warm welcome to everyone who shares

our vision for health care as it evolves to better meet the needs of our community.

Increasing an Organization's Effectiveness

I believe that the performance improvement and innovation team loves developing talent

and fostering capacity for continuous improvement across all three GBMC Work Systems:

GBMC Hospital, GBMC Health Partners, and Gilchrist Hospital & Medical Center (Migdadi,

2021). The Performance Improvement and Innovation team use the Lean Management System in

conjunction with a range of system thinking and design techniques and concepts to allow

collaborative improvement initiatives and issue resolution around some of health care's most

difficult challenges.

I'd want to establish a group to launch strategically aligned, data-driven improvement

projects with the goal of scaling and sharing system-wide benefits via knowledge management.

The main goal of the Performance Improvement and Innovation Team is to create a creative

culture across the organization (Harmon, 2014). An innovative culture is needed to significantly

reduce variance in care procedures while also improving patient satisfaction, lowering treatment

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costs, and minimizing the possibility for unintended damage to patients. As part of its ongoing

efforts to provide the groundwork for an innovative culture, the team promotes and supports

everyone in the business to learn about continuous improvement. Having a bold concept, the

courage to speak up, and taking action that encourages people to follow your lead and make a

difference in the world are all necessary components of commercial success.

I'll put in place the organizational and financial frameworks required to provide evidence-

based, patient-centered care, and I'll hold us responsible for the treatment we offer. Collaboration

and continuous development will characterize this endeavor. Patient care teams are led by

physicians.

Conclusion

Employees at all levels are encouraged to take use of continuing education opportunities

such as computer-based training, workshops, seminars, and conferences, and a sizable

percentage of the workforce gets tuition reimbursement (Migdadi, 2021). Employees and

volunteers at GBMC are prohibited from using the cafeteria, the internet, and mobile phones, as

well as parking on campus. They do, however, have access to the Fitness and Wellness Center

for employees. They may also be permitted to participate in events such as Christmas feasts and

get free turkeys throughout the holiday season. To establish alignment, the Strategic Deployment

Process and business-wide performance metrics are utilized. Daily lean management meetings

are attended by frontline managers and senior executives to evaluate a set of key performance

indicators (KPIs) linked to the Four Aims, strategic goals, and action plans. To allocate

resources, procedures such as yearly budgeting, capital planning, and workforce planning are

utilized.

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References

Harmon, P. (2014). Business process change: A business process management guide for

managers and process professionals, (3rd ed.). Elsevier

Migdadi, M. M. (2021). Impact of knowledge management processes on organizational

performance: the mediating role of absorptive capacity. Business Process Management

Journal, ahead-of(ahead-of-print). https://doi.org/10.1108/bpmj-02-2021-0111

The extensive guide to business processes. (2019, July 9). Kissflow

https://kissflow.com/bpm/business-process/