Main Discussion Post:
The purpose of this week’s discussion is to reflect on our own organizations and describe it organizational structure including location, size, degree of integration, type of care provided, health needs in communities served, availability of providers, and managed care penetration. Next I will identify an element of organizational development from which my organization would benefit. Finally I will describe what actions I would take to implement the organizational element and anticipated results.
The organizational structure of our healthcare organization would be described as a large organization involving four other healthcare institutions in the Tampa Bay area. Our health care facility is the largest of the four hospitals. Our organization is a 431-bed facility that is “home to five Centers of Excellence that focus on major disease areas including cancer treatment, women's health, pediatrics, diabetes management and orthopaedics” (University Community Health, 2011). The type of services we provide are community outreach programs, inpatient and outpatient services, clinics and centers, rehabilitation center, imaging services, and robotic services. “Our mission is to offer patients access to the most advanced technology and treatment options available” (University Community Health, 2011). I would describe our organizational structure as decentralized between the individual hospitals as well as within each healthcare facility. The responsibility of the decision making is delegated to the ones doing the work and they are accountable for the results (Danna, 2009). There are interdisciplinary committees between facilities as well as within each facility. Therefore improving communication, collaboration, and s...
... middle of paper ...
...s organizational issues. The bottleneck theory of decision making is avoided therefore quicker implementation of decisions and improved communication (Linder, 2005). The decision making power goes flows both ways, from top down and from down up.
Works Cited
Coutu, D. L. (2003, April). Sense and reliability: A conversation with celebrated psychologist Karl E. Weick. Havard Business Review, 81(4), 84-90.
Danna, D. (2009). Organizational structure and analysis. In L. Roussel, R. C. Swansburg & R. J. Swansburg (Eds.), Management and leadership for nurse administrators (pp. 184-248). Sudbury, Ma: Jones and Bartlett Publishers.
Linder, J. (2005). How do things really work around here? Across the Board, 42(6), 24-29.
University Community Health. (2011). Welcome to university community hospital. Retrieved from http://www.universitycommunityhospital.org/Default.aspx
Four Frame Organizational Analysis Grid – Care of the Mental Health Patient in the Emergency Department Structural Structure to fit goals, technology, workforce, & environment • Goals & objectives • Specialization & division of labor • Coordination & control • Structures. According to Bolman and Deal, structure “is a blueprint for formally sanctioned expectations and exchanges among internal players and external constituencies.” (Bolman, 2013, p.46) When a structure is inadequate, difficulties result both between the internal players and the external constituencies.
Roussel, L., & Swansburg, R.C. (2009). Management and leadership for nurse administrators. Sudbury, MA: Jones & Bartlett Publishers.
Lorber, M., Treven, S., & Mumel, D. (2016). The Examination of Factors Relating to the Leadership Style of Nursing Leaders in Hospitals. Our Economy (Nase Gospodarstvo), 62(1), 27-36. doi:10.1515/ngoe-2016-0003
The authors in this article aimed to discover nurse manager leadership styles and their outcomes. Nurses from hospitals in the Northeastern part of the United States were asked questions. The data was collected in a locked room, alone, so no one would influence the answers of someone else. The results were put into a software program and displayed for analysis. Results showed when choosing a nurse for a managerial leadership role, one should choose someone if they have the basic components of transformational leadership, not transactional leadership. The authors show that transformational leadership had revealed positive patient outcomes, retention, and satisfaction in the nursing staff. Those nurse leaders who have qualities of transformational leadership are encouraged to build on those skills constantly.
At the Progressive Care Unit at Spectrum Health Blodgett Hospital site, the CFHI is recommended as the most appropriate Organizational Assessment tool due to its versatility and comprehensiveness. The recommendation is made based on the all-encompassing nature of the OA since it tackles a wide variety of important aspects that will help the institution transform its operations into a high-performance organization. Firstly, the CFHI assessment tool notably engages all relevant stakeholders in the transformation process; stipulating their respective contributions toward the desired goal. In this respect, the institutions management, staff, patients, and their families are engaged and empowered to play their respective roles. Here, the Unit’s
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
Spinks, N., & Moore, C. (2007). Nursing Leadership. The Changing Workforce, Workplace and Nature of Work: Implications for Health Human Resource Management, 20(3), 26-41.
...elly, P., & Crawford, H. (2013). Nursing leadership & management. In Nursing leadership & management(2nd ed., pp. 168-177). Canada: Nelson Education.
Huber, D. (2014). Decentralization and shared governance. Leadership and Nursing Care Management, (p. 246). St. Louis, Missouri:
Inside a healthcare organization, there are little changes that are made in there and there is a process that I would use to introduce this miniscule change in the organization. There are a large number of different types of changes that can be done in the organization which includes mission & strategy, organizational structure, people, culture, knowledge, policies & legal agreements, processes, technology, products, marketing & customer relationships, and integration. Based on the different types of changes that can be done we can figure out one typical change that could happen. This change could be a change in policies due to problems that have been solved by using the decision-making process and in order for the same problem not to be done again, they created a little add-on
In the 21st century the health care industry is in constant flux. Health insurance organizations have to attempt to satisfy stakeholders while at the same time adhering to state and federal mandates. In order to survive, a health plan will need to create a strong vision and mission and the organization should be built for change. In addition, leaders must learn to hone in on their technical skills, their human skills, and their conceptual skills in order to lead their subordinates and be successful (Robbins, Judge, & Vohra, 2012).
Trott, M. C. & Windsor, K. (1999). Leadership effectiveness: How do you measure up? Nursing Economics, 17(3), 127–130.
These characteristics of a nurse manager show how their leadership plays a role in their position in the nursing field. Without this position in the nursing structure, it would be very difficult to produce positive results in providing optimal patient ca...
Organisational structure is designed to provide a structure where there are various tasks, technologies and people are grouping to delegate, control and coordinate for each. It also shows how the information is being distributed from a level to another level within an organisation. For example, it can be flowed vertically or horizontally. There are four types of organisational structures that can be used in an organisation which are simple structure, functional structure, divisional structure and international structure. This organizational structure will ensure that the resources are fully utilised in an efficient and effective manners to achieve the organizational goals. When there is an appropriate organizational design, it would lead to
Strategic decisions have great impact on healthcare decision making as it gives the benefits of synergy (Parayitam, Phelps & Olson, 2007). New demands and competitive forces require healthcare organization to think carefully about their strategic decisions. A good strategy means to meet the patient needs and patient access through appropriate quality of care (Young & Ballarin, 2006). Hence, it is important to make strategies with the collaboration of organizational theories. Organizational Theory (OT) is a group of theories and models that attempt to explain an organization 's functional activity in relation to the environment. The major driving force behind the