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Indeed, you have an excellent discussion on the impacts of macro-consideration on the

healthcare system’s response to the crisis. Specifically, I am impressed by how you have

efficiently applied the ideas of Albert et al. (2022) on command, supply chain, local support

systems, and infrastructure and their subsequent effect on healthcare organizations’ response to

the COVID-19 crisis. Also, it is commendable to note that you have highlighted how specific

countries applied these factors to survive COVID-19. Since the inception of the COVID-19

pandemic, organizations and, mainly, the healthcare system have experienced significant strain,

leading to high morbidity and mortality rates even in developed countries (Mihalache &

Mihalache, 2022). Besides, for low and middle-class countries, particularly in Africa, the effects

were extreme since the region experienced other challenges, including limited access to water,

sanitation, and urban crowding that led to increased risks and vulnerabilities in the healthcare

system.

Nonetheless, while upholding the context of Albert et al. (2022), different organizations

responded to the COVID-19 outbreak in various ways depending on their nature, purpose, and

resources. For example, healthcare departments played a crucial role in monitoring the spread of

the virus, providing guidelines for healthcare professionals, and implementing public health

measures like testing, contact tracing, and quarantine protocols (Tanne et al., 2020). Many

countries supported this move by mobilizing resources and coordinating efforts across different

sectors. Governments protected frontline workers who treated patients and implemented

infection control measures at the expense of their health. Subsequently, according to Mihalache

& Mihalache (2022), non-governmental organizations also advocated for policies controlling the

spread of the virus. Some allowed their employees to work in shifts, while others encouraged
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virtual working. However, this strategy worked for organizations with robust command

structures that enhanced transparent leadership.

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References

Albert, N. M., Pappas, S., Porter-O'Grady, T., & Malloch, K. (2022). Quantum leadership:

Creating sustainable value in health care: Creating sustainable value in health care.

Jones & Bartlett Learning.

Mihalache, M., & Mihalache, O. R. (2022). How workplace support for the COVID‐19

pandemic and personality traits affect changes in employees’ affective commitment to the

organization and job‐related well‐being. Human resource management, 61(3), 295-314.

https://doi.org/10.1002/hrm.22082

Tanne, J. H., Hayasaki, E., Zastrow, M., Pulla, P., Smith, P., & Rada, A. G. (2020). Covid-19:

how doctors and healthcare systems are tackling coronavirus worldwide. Bmj, 368.

https://doi.org/10.1136/bmj.m1090