Title : The impact of covid -19 on health care organization

Background & Objective: The COVID-19 pandemic severely disrupted global health systems, forcing rapid organizational transformations while introducing unique financial and operational risks. This paper evaluates the structural adjustments, supply chain pressures, and risk management strategies implemented by healthcare organizations, with a primary focus on the National Health Service (NHS) in the United Kingdom. Additionally, the study investigates the moral and practical integration of "green" healthcare practices during period-driven systemic shifts.

Methodology: The paper employs a comprehensive literature review combined with qualitative data derived from organizational interviews with hospital administrators and healthcare executives. Financial allocations and structural shifts implemented via legacy frameworks (such as the Health and Social Care Act 2012) are mapped against pandemic-era output and operational realities.

Key Findings

Organizational Transformation: Driven by emergency conditions, hospitals rapidly adapted by bypassing traditional red tape. Transformation was facilitated by widespread staff solidarity, streamlined governance, surge capacity building, and advanced technological/communication infrastructure. However, long-term legacy effects have resulted in high levels of staff burnout and fatigue.

Demand & Supply Bottlenecks: Due to historical lean manufacturing paradigms and lower bed-per-capita rates compared to other industrialized countries, the NHS could not seamlessly absorb peak pandemic demand, resulting in the suspension of non-COVID activities. Furthermore, economic offshoring exposed severe vulnerabilities in the medical goods supply chain, particularly regarding Personal Protective Equipment (PPE).

Procurement & Risk Management: To safeguard ongoing activities, the pivotal role of procurement managers is highlighted across key metrics such as volume, budget restrictions, lead times, and quality control. Healthcare institutions rely heavily on standardizing tools like the Decision Matrix Risk Assessment (DMRA) to balance immediate high-impact operational, human capital, and financial risks.

Green Practice Alignment: Ethical frameworks (utilitarianism, liberalism, and communitarianism) and bioethical principles firmly support the long-term implementation of green healthcare. Strategies spanning green construction, energy conservation, waste reduction, and local sourcing are identified as core benchmarks for modern healthcare sustainability.

Conclusion: The COVID-19 pandemic radically altered the fundamental operations and funding dynamics of healthcare units globally. Navigating post-pandemic recovery requires health systems to merge rapid-response internal processes with robust operational risk structures, strategic supply chain independence, and a commitment to environmental stewardship.

Keywords: COVID-19, NHS, Healthcare Procurement, Risk Management, Green Healthcare, Supply Chain Disruptions.

Mrs, Nouda Al Zadjali  is working in the Central Department of Infection Prevention & Control (CDIPC) at the Ministry of Health, Oman, She is a specialized in infection control program since 2013 (Infection Preventionist) and is working in the infection control field since 18 years. Mrs, Nouda is very active member in the infection prevention and control team, She is involved in many tasks at national and international level such as COVID-19 pandemic, MERS CoV outbreaks and Ebola preparedness plan, and also at the international mission with World Health Organization as infection control inspector, She published literature review on The Impact of Covid19 on Health Care Organization in 2023. She obtained Intellectual property on a literature review of Infection prevention and control principles in dealing with the dead bodies of COVID-19 diseases in the community