MD Anderson Management levels and Roles: Internal and External Environment of MD Anderson Centre
- Details
- Hits: 273528
MD Anderson Management levels and Roles
The University of Texas MD Anderson Cancer Centre has different management levels within its organizational structure at the top being the president and two vice presidents for development and government relations. The center is organized into four major units, the patient affairs, business affairs, Instruction and Research and MD Anderson Cancer Network each headed by an executive vice president (Burke, Rodriguez, & Walters, 2013). The president is the chief executive officer responsible for overseeing the management team and implementation of strategies and programs all over the center. He recruits the management team and directs them to undertake functions within the institution (Burke, Rodriguez, & Walters, 2013). The vice president for government relations evaluates any relevant legislative and regulatory issues while the vice president in charge of development secures support for the institution’s programs.
The chief of staff reports to the president and leads the institutional advancement, division. There are the vice president and chief compliance officer responsible for all compliance and the vice president legal affairs responsible for legal services and guiding the institution on legal issues. There is the Chief of police who oversees security and law enforcement within premises and vice president for global business development responsible for business transactions and infrastructure (Burke, Rodriguez, & Walters, 2013). The vice president technology based ventures oversees commercialization of institution’s products whereas the vice president strategic industry and ventures manages industrial partnerships. A vice president who is the chief audit officer responsible for the internal audits also exists.
Under patient care led by the executive vice president responsible for strategic planning and oversight of medical staff, there are other vice presidents responsible for different functions. The features include clinical operations, administration and support services, patients services, performance improvement, pharmacy, nursing, medical affairs and acute nursing services.
MS Anderson Cancer Network is another unit headed by an executive vice president responsible for the leadership of the team under the unit. Under the executive vice president are vice presidents responsible for operations, health policy, global clinical programs, and regional care services.
Under business affairs are the executive vice president tasked with providing administrative leadership for the institution’s financial, business, administration and infrastructural functions. In the unit are the vice presidents responsible for business operations, human resources, finance, audit, facilities and information services (Burke, Rodriguez, & Walters, 2013). The other section is instructions and research under the executive vice president tasked with directing education and academic programs and oversight of the research agenda across the institution. Under the executive vice president are the vice presidents responsible for academic affairs, medical education, academic operations, and science for laboratory and infrastructure research and basic science. Others include cancer prevention, translational research, clinical and interdisciplinary research and clinical research administration.
At the top of the management is the president who is responsible for the general oversight of the whole institution assisted by vice presidents responsible for public programs and the chief of staff who oversees executive functions under instruction of the vice president. The executive leaders head programs and sections within the institution and with assistance by vice presidents who handle specific programs. The vice presidents who lead academic programs are provosts, and there are chief officers responsible for specialized expertise services (Burke, Rodriguez, & Walters, 2013). The institution’s levels are well connected and coordinated to ensure that the roles do not conflict irrespective of the sections under which they are. The departments support one another to provide continuum and efficient service delivery, quality and compliance.
Internal and External Environment of MD Anderson Centre
The internal environment of the organization is composed of people and programs under units and departments focused on research and quality service delivery to cancer patients and the public. The facility has different branches to cater for service demands and can hold hundreds of patients and see up to two thousand patients on a daily basis (Denton, 2013). The staff is highly trained, and the executives have distinguished specialization in the respective areas and for directing services. The continuous involvement in research and training helps the facility to be up to date in terms of evidence-based care and compliance and provision of quality services to the people. It has sufficient financial base, suitable policies, strategies, and effective organization structure that make its programs more efficient.
In the external environment, the institution has a stronger support of policies under healthcare reform and administration at the state and federal government level. The changes play a critical role in the structuring of the organization and its programs and compliances ensure quality service delivery and public satisfaction (Burke, Rodriguez, & Walters, 2013). The external environment of the institution composes of funders, regulators, donors, partners and the federal and national environment. The organization enjoys to a larger extent supportive external environmental factors due to its focus and compliance that make it get continued support. The institution has no much focus on competition, but quality and compliance to attract support and funding and trust of the public and service seekers.
The Contribution of the Management to the Effectiveness of Performance
The management of MD Anderson is well organized and properly coordinated to ensure efficient service delivery and consistent quality assurance and compliance (Burke, Rodriguez, & Walters, 2013). With its department specialized in specific areas and with competent heads at their helms, effectiveness of performance of the institution is more of their responsibility than conformity. The organization has commitment to the advancement, effective partnerships, and collaborations to continue with its service provisions to the target populations. With its outstanding performance and recognition by the regulatory agencies, it is a sure thing that the leadership has commitment to functions of the institution and service quality. The self-regulation and continued audit for own programs and operations with a compulsory reporting to the executive vice presidents and president support the maintenance of actual performance across the organization. Competent leadership committed to research, collaborations, and institutional advancement is a sure way of ensuring quality performance within the institution (Leadership for Healthcare, 2010).
What to Improve on
MD Anderson has been an outstanding medical facility with proper service delivery programs and coordinated systems to ensure consistent quality service delivery and dissemination of information (Values-based, 2013). There are no much recommendations to make for since all the necessary functions are in place and effective (Burke, Rodriguez, & Walters, 2013). The main thing is that the management structure of the institution has many positions that can be difficult to coordinate yet junior officers can deliver them. Integration of some of the positions and distributing roles that are doable within the same structures can be an option (Denton, 2013). Semi-autonomy of some departments would also make it easier to manage the institution that is ever growing and expanding its facilities and operations. The continued funding of projects and proper analysis of data to generate information to support decision-making would help the institution to continue performing and delivering quality service.