The Johns Hopkins Department of Pathology Novel Organizational Model: A 25-Year-Old Ongoing Experiment. (14th November 2018)

• Record Type: Journal Article
• Authors: Sanfilippo, Fred; Burns, Kathleen H.; Borowitz, Michael J.; Jackson, J. Brooks; Hruban, Ralph H.
• Is Part Of: Academic pathology. (2018:Jan./Dec.)
• Publication Date: 2018-11-14
• Subjects: Department of Pathology -- organizational structure -- performance -- culture -- outcomes -- strategic priorities; Pathology -- Study and teaching (Higher) -- North America -- Periodicals; Pathology; Periodicals; 616.0707117
• DOI: 10.1177/2374289518811145
• Languages: English
• ISSNs: 2374-2895

Abstract

In 1993, the present Department of Pathology at Johns Hopkins was established with the leadership of a new chair (ie, referred to as department director at Hopkins) and upon the integration of 3 separate and independent departments at the Johns Hopkins School of Medicine (Pathology) and the Johns Hopkins Hospital (Pathology, Laboratory Medicine). This new department was organized into 17 divisions, each of which was expected to develop and maintain significant clinical, educational, and research programs of excellence. To facilitate performance and alignment across missions and parent organizations, a novel professional and administrative structure was created. Professionally, vice-chairs (ie, deputy directors) for research, teaching, and patient care were appointed to oversee and coordinate these activities across all units of the department. Likewise, to focus and enhance expertise, individual administrators were appointed for academic, clinical, and business affairs. A departmental executive committee was created consisting of the vice-chairs and administrators, which was presided over by the chair. Simultaneously, substantial effort was put into measuring and improving the organizational culture using evidence-based methods. Significant improvements were documented by the year 2000 in departmental performance in research, education, clinical service, culture, and finances. Under 2 successive leaders, the department has maintained its eminence across missions and financial performance. This 25-year experience supports the tenet that innovative and strategic organizational structures and functional alignments can provide sustainable competitive advantages in performance.