MGT603 Assessment: System Archetypes and Turnaround Strategies

This report examines system archetypes and turnaround strategies within the healthcare sector, specifically focusing on the challenges faced by emergency departments. The student identifies various system archetypes, including limits to growth, shifting the burden, success to the successful, fix that fail, and eroding goals, and analyzes their impact on patient turnaround time. The paper includes a current value stream map of emergency room processes and proposes a recommended value stream model to improve communication and efficiency. The goal is to minimize patient wait times and enhance the quality of service. The report highlights the importance of smooth communication networks and streamlined processes to achieve this objective, ultimately aiming to improve organizational performance in healthcare. The report concludes with recommendations for healthcare organizations to improve efficiency.

Running head: SYSTEM ARCHETYPES AND TURNAROUND
System Archetypes and Turnaround
Name of the Student
Name of the University
Author Notes:

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Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
System archetypes.......................................................................................................................3
Current value stream map............................................................................................................5
Recommended value stream Model.................................................................................................7
Conclusion.......................................................................................................................................8
Recommendations............................................................................................................................9
REFERENCES..............................................................................................................................10

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Introduction
The health sector is considered to be a challenging industry. It is the reason behind the
high amount of attrition that the sectors is subject to (Hamilton et al., 2013). The latter is evident
as the workforce engaged in the operations of the health sector are subject to high amount of
risks in their operations. This, especially occurs for the people who are engaged to the
emergency division of the health sectors. The number of inbound patients coming into the
emergency division is high which causes significant stress on the systems of the organisation that
deals with the patients in the emergency department. It is crucial for the systems in the sector to
effectively cooperate with each element/ the latter determines the efficacy of the functioning of
the systems as a whole. Thus, it can be said that it comes down to the system archetypes that
determines the patient turnaround time which is one of the most important factors contributing to
the efficacy of the systems associated to the operations in the system of an organisation operating
in the health sector. The aim of the paper is to evaluate the system archetypes that hinder the
performance of systems within an organisation and which might ultimately lead to hindrances in
the quality of service that the patients are subject to.
Discussion
In order to mitigate the issue associated with the reducing the patient turnaround time in the
health sector, the existent system archetypes must be identified. The nature of the system
archetypes determine the flow of operations in an organisation regardless of the nature of
operations (Nabavi, Daniell & Najafi, 2017). Hence, it is crucial for the organisations to
determine the system archetypes that many hinder and cause impediments to the regular nature
of operations in an organisation. Furthermore by analysing the current value streams of the

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company, recommendations can be made that will determine the approaches that are to be taken
in order to boost the efficacy of the functional divisions of the company in heath sector.
System archetypes
Archetypes are the features of an organisation that might hinder the performance of organisations
(Sánchez & Perea, 2015). System archetypes are the problematic behaviours that are present in
the systems (Bureš & Racz, 2016). These are recurring generic systems that are embedded in the
operations of a company. The system archetypes hinder the performance of companies and
underline the problematic behaviours that are present within the framework of the processes if
every organisation. There are various types of system archetypes hat exist within organisations.
Following are the archetypes that can hinder the performance of organisations that can impede
the service quality of organisations;
1. Limits to growth: It is a type of archetype that is characterised by continuous efforts that lead
to the improved performance over time in an organisation. However, hindrances are faced as
the span of development up to the final level of expected outcome is considered to be long.
Even if the outcomes that are planned by the organisation might appear to be favourable in
the beginning, the actual time involved in the process hinders the nature of performance of
the organisation.
2. Shifting the burden: This type of system archetype is characterised by the ignoring the
problems. This is one of system archetypes that are present in the various departments of
healthcare. The problems are simply diverted from one section to the other and it hinders the
nature of operations of a company in the long run.
3. Success to the successful: In this type of system archetype, the nature of the problem is
arises with the difference in level of success of two individuals in an organisation. Here,

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various employees cater to the needs of the organisation in different manners as a result of
which they are subject to the different resources. While one individual is subject to the
availability of different resources, other individual receive nothing. The latter results in the
gaps between the employees that can lead to grievances in individuals which on various
instances can result in conflicts in the organisation.
4. Fix that fail: It is a type of archetype that is characterised by effort made at mitigation of the
issues that are that have been identified by a company. The detected issues are mitigated,
however, they might res-arise in the future and this the same issues have to be dealt with in
the organisation. It can be opined that they problem should be mitigated as a whole which
might eliminate the chances of the re-occurrence of the problem that the company might face
in the future.
5. Eroding goals: It is a type of archetypes that are characterised by differences between the
current goals established by the company and the current state of operations of the company.
Such systems archetypes exists in the framework of various health sector industries and are
highly applicable to the emergency wing of the health sector companies (Renmans, Holvoet &
Criel, 2017). The hinder the nature of operations in the health sector which lead to hindrances in
catering the needs of patients. Patient turnaround time is one of the most important factors that
companies must consider when they are operating in the market that is considered to be full of
challenges (Dowding et al., 2015). Reducing the turnaround time of patients is one of the key
goals of companies in the health sector. It allows the companies to increase their turnover and
cater to the needs of the patients who approach the organisation when they are in needs of
emergency services.

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Current value stream map
The current processes in the organisation are characterised by various processes that have been
incorporated into the value stream map that have been presented above. The nature of operations
of the company is characterised by steps that are mentioned in the following section that are
mentioned in the following section:
1. Patient registration: It is the initial stage in operations of the company were the patient
approaches the organisation to avail their services. At this stage, the patient’s medical history
and insurance history which becomes a ground on which the patient is treated in the
company. It is the step of initiation were the screening of the patient takes place before
moving into other the treatment and other processes that is linked with the later.
2. Waiting area to the ER room: It is a stage that is characterised by the patient waiting in the
waiting area until they are taken to the ER rooms. However, he latter is dependent on the
availability of the rooms. The vital statistics of the patient are tested in the stage. If
considering the system with emergency cases, the systems can considered to be flawed.

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3. Nurse examination followed by examination by the doctor: Examination is considered
necessary. However, in cases of emergency the same is considered to be tie consuming. That
same process of taking and measuring the vital statistics of the patients followed by taking
care of the supply needs that will be needed in order to cater to the needs of the patient are
carried out in the following stage.
4. Availability of medical supplies followed by treatment of the patient: Finally this process is
characterised by treatment of the patient. However, this stage is also characterised by the
availability of the emergency room and that of the medical supplies.
5. Departing instruction: After the patient has been treated the departing instructions are
provided to the patient who has been subject to treatment.
After examining the flow of operations of the emergency department of the healthcare facility, it
can be said that the latter are following a system that is perfectly aligned to achievement of the
desired needs of the organisation. However, the flow of operations in the facility can be
considered time consuming which result in hindrances in the processes of the organisation that
will ultimately lead to hindrances and impediments in the quality of service in the organisation.
Furthermore, it was found that there are high number of occurrences in the organisation that are
characterised by the patient having to wait to get in the lone of service. Waiting while opting for
emergency services is considered to be unacceptable in terms of operations of the emergency
wing of an organisation. Furthermore, it has been found that the availability of the services is
characterised by operations that can be opined to be repetitive. Moreover, it is also characterised
by catering to the flow of information that is available in the framework of the organisation.
Thus, on an overall basis, it can be opined that even if the nature of operations of the company

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are perfectly aligned to the achievement of the goals of treatment of the patients that come for
the treatment.
Recommended value stream Model
The recommended value stream map is characterised by enhanced communication between the
departments. This helps in speeding up the processes that are characterised smooth flow of
communication between every department that are concerned with admitting of the patient to the
medical facility to the treatment of the patient. Specially, for the case of emergency, it can be
said that enhancement of the speed of the processes leads to enhancement of service quality that
the patients of the organisations are subject to. As mentioned earlier, reduction of the patient

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turnaround time is one the most important factors that must be catered to in the healthcare sector.
Thus, the above value stream helps in speeding up the processes in the organisation by
incorporation of smooth flow of communication. This results in decrease of the waiting time per
patient which results in reduction of the time that is required to meet the needs of every patient.
Hence, the goodwill of the organisation is bolstered and the aim of the company to serve the
community is communicated effectively to the patients that is the consumer community. Hence
the latter value stream can be considered as an improvement over the previously existing value
stream of the company. The suggested value stream map of the company is characterised by
better cooperation between the teams that lead to better services that the patients approaching the
organisation are subject to. Hence, the proposed value stream of the emergency room can help in
mitigation of the issues that are associated with mitigation of the problem associated with high
patient turnaround time.
Conclusion
On a concluding note it can be said that the nature of operations of a company determine the
effectiveness of the service quality of the company. System archetypes are of many types, they
hinder and cause impediments to the performance of the organisation. Thus, proper attention
should be paid to the same in order to minimise the challenges that the operations of a company
can face. Furthermore, two value maps of emergency wing of the health care organisations have
been found. In the existent structure of the value map, it has been found that there are lot of gaps
that are encountered which hinders the efficacy of the service that the people of the company are
subject to. Thus the recommended value map must be followed that is characterised by speeded
up operation which helps in minimising the patient turnaround time. The latter should be the
ultimate goal of companies in the emergency wing of health care sectors.

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Recommendations
In order to mitigate the issue that were detected, the management of the healthcare organisations
should incorporate the same into the operations of the company;
 Smooth communication network: It will ensure that the information about the patients
are communicated directly to the concerned departments. This helps in minimising the
time that is required to get the patients through with the processes that are necessary in
the emergency wing of healthcare organisations (Rahmani et al., 2015).
 Prioritising the needs of the patients: Even though there are various processes that the
company has to get a patient admitted and treated, they have to observe the rarity of the
problems that are being faced by the patients. The companies must realise that they must
prioritise the needs of the patient first as their life might depend on the same. The other
obligations can be fulfilled later.

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REFERENCES
Bureš, V., & Racz, F. (2016). Application of system archetypes in practice: an underutilised
pathway to better managerial performance. Journal of Business Economics and
Management, 17(6), 1081-1096.
Dowding, D., Randell, R., Gardner, P., Fitzpatrick, G., Dykes, P., Favela, J., ... & Currie, L.
(2015). Dashboards for improving patient care: review of the literature. International
journal of medical informatics, 84(2), 87-100.
Hamilton, A. B., Frayne, S. M., Cordasco, K. M., & Washington, D. L. (2013). Factors related to
attrition from VA healthcare use: findings from the National Survey of Women
Veterans. Journal of General Internal Medicine, 28(2), 510-516.
Nabavi, E., Daniell, K. A., & Najafi, H. (2017). Boundary matters: the potential of system
dynamics to support sustainability?. Journal of cleaner production, 140, 312-323.
Rahmani, A. M., Thanigaivelan, N. K., Gia, T. N., Granados, J., Negash, B., Liljeberg, P., &
Tenhunen, H. (2015, January). Smart e-health gateway: Bringing intelligence to internet-
of-things based ubiquitous healthcare systems. In 2015 12th Annual IEEE Consumer
Communications and Networking Conference (CCNC) (pp. 826-834). IEEE.
Renmans, D., Holvoet, N., & Criel, B. (2017). Combining theory-driven evaluation and causal
loop diagramming for opening the ‘Black Box’of an Intervention in the health sector: a
case of performance-based financing in Western Uganda. International journal of
environmental research and public health, 14(9), 1007.

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Rodríguez-Sánchez, A. M., & Vera Perea, M. (2015). The secret of organisation success: a
revision on organisational and team resilience. International Journal of Emergency
Services, 4(1), 27-36.