# Data Science in the Management of Healthcare Organizations
## 1 Introduction
### Network of a Health Organization  
The network of an organization, or task-oriented working group, is a management form designed to foster a more organic organization. This approach creates a representative and involved atmosphere that facilitates the exchange of problems, views, and beliefs among the workforces. Such a structure is particularly suitable for the complex and dynamic environments found in HOs, where staff specialization is high, and both technology and organizational roles are constantly evolving. In these settings, shared management is crucial when making decisions that affect both healthcare workers and patients. Moreover, strong leadership alone is insufficient in such a synergistic system; a culture of engagement and empowerment must be cultivated [2]. Implementing a network form of administration in health systems management encourages and empowers HCWs to actively participate in and impact their work environment. This involvement makes the workforce feel valued and more engaged in the organization's success, thus, improving outcomes for both staff and patients and enhancing job and patient satisfaction. The goal is to promote cooperation within the organization so that workers feel respected and acknowledged. By integrating an efficient network model where continuous communication is maintained, HCWs will be more engaged with the organization's goals and feel more validated. The purpose of such a model is to strengthen the relationship between the workforce and leadership by enhancing the transfer of knowledge between the two groups, aiming to achieve better results. However, implementing a network organization is challenging and complex. Engaging leaders and workers in the process can be difficult, as workers may not initially understand the benefits of such a collaborative approach. To effectively address these challenges, HOs can utilize advanced feedback tools. These tools are designed to capture comprehensive insights on organizational dynamics, providing a detailed picture of engagement levels and areas requiring improvement. By analyzing this feedback, leadership can pinpoint specific resistance points and misconceptions, allowing for targeted interventions. Training programs and workshops can then be tailored based on the insights gained, ensuring that they directly address the actual concerns and knowledge gaps identified among the workforces [2]. This challenge is less pronounced with the new workforce being educated in these ideologies. Future generations of workers will likely adopt a different stance toward the organization's policies, demanding participation, empowerment, and control over their roles as respected members of the organization [12]. To facilitate the transformation of the health system in a more fluid transition, HOs must adopt a more organic approach to problem-solving. This includes implementing technological practices that promote a network-oriented health organization more effectively, where reluctance and opposition to change are minimized. Unlike traditional hierarchical models, which rely on rigid structures and top-down decision making, healthcare organizations are designed to grant clinicians professional autonomy, ensuring that decisions remain closely tied to medical expertise. However, strict role divisions can sometimes hinder coordination and slow response times in complex environments. Networked models do not replace this structure but instead enhance collaboration by enabling real-time data sharing, interdepartmental communication, and participatory decision making. These approaches help streamline processes while maintaining autonomy and preserving specialized roles within the healthcare system. Networked models, on the other hand, empower frontline workers and facilitate a faster exchange of ideas, enabling quicker decision making and more adaptive responses to patient needs.