Strategic Plan And Organization Structure

By Author: Sherry Roberts
Total Articles: 81
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Mayo clinic is the largest integrated multispecialty group medical practice. Since its inception in the 19th century, Mayo clinic grounds its success as a private, not-for-profit organization that aims at providing the best care for every patient. The integrated multispecialty organization serves approximately half a million patients from across the country and globally. With a staff of more than 55,000, 3,400 Clinic physicians and researchers, Mayo Clinic provides one of the most comprehensive inpatient and outpatient care all over the country. Mayo has four owned hospitals and outpatient facilities on three major campuses that include Rochester, Scottsdale, Ariz and Jacksonville. The Mayo Health System is an affiliated regional and referral network that has over 800 physicians and 13,000 health practitioners serving 2.4 million patients in 17 owned, 2 managed and 70 communities in Minnesota, Iowa, and Wisconsin.
The major governance body is the Board of Trustee which has the overall responsibility for the clinical practices, charitable practices, scientific and education mission and purposes of Mayo Clinics. There are ...
... 35 boards of trustee. The Board of Trustees is subdivided into committees that oversee various functional areas. These committees include the board of governance, audit and compliance committee, business development committee, finance committee, the governance committee, information and communication committee and the investment committee. Directors and officers of Mayo Clinic are elected by the Board of Trustees to assist in overseeing and contributing to the activities of Mayo Clinic. The current officers include Di Piazza (chair board of trustees), Noseworthy (CEO & President), Boston Jeffrey (CAO), Rupp (VP), Decker (VP), Kendrick (CFO), and Oviatt (CLO & secretary). The government body plays a critical role in formulating and overseeing the implementation of Mayo strategic plan. They are in charge of formulating policies and plans that guide Mayo practices.
Mayo Clinic has over the years instilled the culture of “the needs of the patients come first,” in its core business culture. The core value of professionalism guides Mayo’s leadership practices, strategies and activities (Viggiano, Pawlina, Lindor & Cortese, 2007). Mayo employees embrace and reinforce this core value and view at as a professional covenant. It is a collective, tactic agreement that every employee collaborate earnestly to put the needs of patients first. The core value and commitment are contained in the Mayo Clinic Model of Care (2001) and the Mayo Clinic Model of Education and is affirmed through Mayo’s mission to provide the best care outcomes, services and value to every patient. The value-based culture is a powerful curriculum that facilitates the achievement of the desired practice and educational results that foster the development of professionalism. The philosophical allegiance of Mayo professionals and students to patient-centered culture links all the purpose and meaning of their work promote collaboration and voluntary efforts and foster an organization culture that is committed to quality and continuous improvement.
Mayo Clinic mission is to enthuses hope and contributes to health and wellness of the society by providing high-quality care to every patient through integrated clinical practice, education, and research. Its vision is to provide an unequaled experience as the most trusted and reliable partner for health care. Mayo core business is to create connect and apply integrated knowledge to offer the best care, health guidance, and health information. It combines knowledge; integrity and teamwork into an effective, comprehensive, integrated model of care thus bring timely and effective solutions and care for patients and people. The core values that guide its mission include respect, compassion, integrity, healing, teamwork, excellence, innovation and stewardship.
Mayo Clinic model of care is characterized with high-quality acre, compassionate medical care in a multispecialty integrated academic institution. The core focus, meeting the needs of the patients, is achieved by embracing patient care and environment. The clinic maintains collegial, collaborative and tea of health professionals to form a true multi-specialty integration. Physicians take personal responsibility for directing care and strive to deliver the highest quality care with compassion. The respect for the patient and family forms the basis of the model. In order to achieve this, mayo maintains the highest quality staffs, values work ethics, special expertise and devotion to its values.
Mayo most strategic resources include its competent and experienced workforce and the most advanced, innovative and therapeutic technologies and techniques. Mayo’s commitment to research and education keeps it abreast of the most recent medical development thus allowing it to offer evidence-based services. Mayo Clinic boast of the best translational research in the healthcare world. Mayo medical schools and graduate schools are competitive and serve as the training ground for most of its staff. Mayo Clinic not only attract the best trainee but also attract and retain talented and competent employees. New recruits are required to serve an evaluation period before promotion. The wide range of health conditions continually improves Mayo Clinic physician’s diagnostic and treatment skills. The team-oriented culture combines the desire to assist those who are suffering from the desire to advance care through observation, research and education. The team-work spirit allows the flow of knowledge among staffs and facilitates the creation of a learning culture. In addition, Mayo recruits allied health workers from the local community and global from diverse backgrounds to offer high-quality services to all patients.
In 2013, Mayo Clinic served 63 million people globally through the delivery of care and knowledge. The Clinic uses secure portals, patients and referring providers everywhere in the global to interact with the patients globally. The adoption of new care models enhances Mayo’s model of integrated care while creating numerous opportunities for cost-saving and operational efficiency. AS such, Mayo change model is based on innovation and maximization of information technology, and employee change management. The clinic leverage information systems to improve the delivery of services save costs and improve the quality of patient outcome. As stated above, Mayo Clinic leverage the internet to provide care and education to millions globally. As their most valued assets, Mayo ensures its employees and physicians work in a facilitating environment that promote equality and innovation. Through the learning culture and continuous education, Mayo is able to ensure its employees are abreast with current changes in health care practices and management. According to Dilling et al. (2013), Mayo Clinic model of diffusion embraces the various engineering principles, leverage spread techniques and establish the appropriate cultural change to adapt to new care models. In translating the mission and vision into everyday practice, Mayo Clinic challenges itself with the expectations that every patient receive the best care. The value creation system is coherent with its engineering approach to delivering high-value practice to meet patients’ needs. As such, Mayo aligns itself to current medical practices, discover and manage new techniques and practices and implement best practices.
In conclusion, Mayo Clinic is one of the most successful integrated multispecialty health care systems. The not-for-profit leverages the expertise of different high qualified professionals to provide patient-centered care. The care model is patent-centered and Mayo ensures mission of meeting patient needs first by nurturing a team of committed and qualified professionals. Mayo Clinic offers evidence-based care which is supported by its extensive education and research investments.

References
Dilling J., Swensen S., Hoover M., Gene D & Amerett L (2013). Accelerating the use of best practices: The Mayo Clinic Model of Diffusion. The Joint Commission Journal on Quality and Patient Safety. Vol. 39 (4); 15-17.
Douglas M., Kimberly M., Jenniffer W (2012). Mayo clinic: Multidisciplinary teamwork, physician-led governance, and patient-centered culture drive world-class health care. Commonwealth Pub Vol. 27 (1306).
Mayo Clinic (2015). Strategic statements of Mayo clinic.
Prathiba V. & Kayla A (2010). Change Management for Effective Quality Improvement: A Primer. Mayo Clinic College of Medicine, Rochester, MN.
Viggiano T., Pawlina W., Lindor K & Cortese D (2007). Putting the needs of the patient first: Mayo Clinic's core value, institutional culture, and professionalism covenant. Journal of the association of American medical colleges. Vol. 82 (11); 1089-93.

Sherry Roberts is the author of this paper. A senior editor at Melda Research in 24 hour college papers. If you need a similar paper you can place your order for a custom research paper from medicine essay writing services.