Organizational Behavior Principles

Top Ten Organizational Behavior Principles That Are Vital to Forming a Hub-And-Spoke Network

Introduction For the past several decades, healthcare systems have been developing different types of networks to provide efficient and cost-effective care to their patient population. Named after a wheel with its hub and spokes centrally connected, the hub-and-spoke model for healthcare positions a tertiary or quaternary care hospital as a central hub and outwardly builds a network of primary or secondary feeders or spoke facilities. In such a model, the flow of care is designed to feed patients from the lower acuity spoke facilities to the larger more comprehensive and highly sophisticated hub center. Conversely, the hub extends its services to

The hub-and-spoke model allows healthcare systems not only to lower costs but also to improve quality. This is accomplished through its hub effect. The high volume and variety of cases concentrated at the hub attract highly specialized talent and help build and maintain their capabilities and skills that eventually contribute to high quality of outcomes. As patient volumes increase, relatively rare conditions are treated more often creating expert specialists in relatively rare diseases. The more learning and experience acquired by the hub, the more it is capable of developing and disseminating innovations that reduce errors, improve health outcomes, and address the community unique healthcare needs. Therefore, it is of paramount importance to meticulously

It is continuously made at every level to ensure organizational goals are achieved. Decision making requires the right kind of information, the complete information, and the ability to synthesize and make sense of the information so that leadership can arrive at the right decision. Furthermore, good decision-making styles vary with the circumstances. In the hub-and-spoke healthcare model, there are multiple loci of decision makes and the spokes level as well as the hub levels. This may lead to multiple simultaneous decision making processes occurring at different contextual levels. Vroom-Yetton contingency decision making model is a versatile and useful model which yields itself well for such a network. Moreover, the decision makers ought to have legitimacy and authority over the people they are deciding upon. This issue may become important and detrimental in a fragmented network where the authority of the decision maker is not recognized by either the hub or the spokes