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organizational structure of a health care organization
organization structure of nhs
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Introduction An organizational analysis is an important tool to become familiar with how medical businesses and organizations are able to meet standards of care, provide services for the community and provide employment to health care providers. There are many different aspects to evaluate in an organizational analysis. This paper will describe these many aspects and apply the categories to the University Medical Center (UMC) as the organization being analyzed. Mission, Vision and Philosophy One of the first steps in developing an organization is to develop the vision, mission and philosophy of the organization. Vision statements are used to define the goals of an organization. The mission statement of an organization is a brief statement that explains the purpose that an organization exists. The organizational philosophy outlines the set of values and beliefs that controls the operations of an organization (Marquis, 2011). UMC’s vision is “to be nationally recognized for excellence in patient care, medical education, and biomedical research.” Their mission statement is “to serve through healing, education, and discovery.” The philosophy of UMC is “to value integrity, excellence, compassion, innovation, collaboration and dedication.” (www.mc.uky.edu) Organizational Structure Organizational structure provides the framework to enable members of the organization to delegate responsibility, maintain accountability and structure authority. UMC utilizes organizational structure and has organizational diagrams readily available for review when necessary. The chain of command in the Neurotrauma Intensive Care Unit (NTICU) included the assistive personnel reporting to nursing, nursing reporting to team leader for the shift, sh... ... middle of paper ... ... http://www.mc.uky.edu Krive, J. (January 01, 2013). Building Effective Workforce Management Practices Through Shared Governance and Technology Systems Integration. Nursing Economic$, 31, 5, 231-236. Marquis, B. & Huston, C. (2011). Leadership Roles and Management Functions in Nursing : Theory and Application. Philadelphia: Wolters Kluwer Health/Lippincott Williams & Wilkins. Pichert, J. W., Moore, I. N., Catron, T. F., Ross, J. C., Westlake, M. W., Karrass, J., Jay, J. S., ... Hickson, G. B. (October 01, 2013). An intervention model that promotes accountability: Peer messengers and patient/family complaints. Joint Commission Journal on Quality and Patient Safety, 39, 10, 435-446. Taplin, S. H., Foster, M. K., & Shortell, S. M. (January 01, 2013). Organizational leadership for building effective health care teams. Annals of Family Medicine, 11, 3.)
Mission and vision statements communicate strategic goals. “To provide superior patient-centered care using appropriate and innovative evidence-based practices” is a mission better aligned with Amedisys new direction. Additionally, “Drive growth by delivering a full range of holistic health care services, while cultivating a culture of compassion” is a vision that could be used to inspire employees to achieve Amedisys’ purpose.
Organizations that have this type of requirement usually assume a vertical organizational structure, with many layers of management, with the majority of the staff working in very specific, narrow, roles under authority. The many layers of management are designed to make sure that no one can throw the system off. This structure also ensures that tasks are performed correctly and accurately. Touro is a perfect example of this. Touro’s structure consists of a board of directors, which oversee the facility as a whole. Executives come next. The Board of Directors leaves it to Touro’s executives to see that their decisions are carried out and performed successfully in the daily operations of the hospital. Furthermore, each department has a department administrator which report to the executives about a specific operation system of the hospital. Last but not least come the patient care managers which directly oversee the medical providers. An example of a patient care manager would be a Charge nurse and the medical providers he/she would oversee would all the RN’s in the specific department for which they
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. However, it is not as important to find the perfect structure, as it is to “putting people in the right roles and relationships” within the structure chosen. (Bolman, 2013, p. 45) When this happens, the structure will allow people to do their job well. The goal in my issue is to give safe and quality care to any mental health (MH) patient in our Emergency Department (ED). I have identified the following structural elements in my organization that are either driving forces or restraining forces toward this goal.
Norton, M. B, Katzman, D. M, Escort, P. D, Chudacoff, H. P, Paterson, T. G, & Jr. Tuttle, W.M.
Forsyth, K., Taylor, R., Kramer, J., Prior, S., Richie, L., Whitehead, J., Owen, C., & Melton, M.
Sullivan, T. N., Helms, S. W., Bettancourt, A. F., Sutherland, K., Lotze, G. M., Mays, S.,
Dunn, R., Craig, M., Favre, L., Markus, D., Pedota, P., Sookdeo, G., Stock, J., & Terry, B.,
Meyers, T. A., Eichhorn, D. J., Guzzetta, C. E., Clark, A. P., Klein, J. D., Taliaferro, E., & Calvin,
Stanley, J., Gannon, J., Gabuat, J., Hartranft, S., Adams, N., Mayes, C., Shouse, G. M.,
Wade, T. D., Tiggemann, M., Bulik, C. M., Fairburn, C. G., FMedSci, Wray, N. R., Martin, N.
Assessing the environment is the second part of step four in the strategic planning process. The organizational internal assessment is important in identifying the strengths and weaknesses of Brendel Elementary School. By providing an organizational assessment, the planning team can clarify the aspects that help in accomplish the mission and fulfill the mandates in the organization. This part of step four enriches the management information system (MIS) with more qualitative data in order to make MIS more effective. Moreover, the organizational assessment clarifies the organization’s competencies, distinctive competencies, and core competencies. (Bryson 2011, 166)
An organization’s mission, vision, and philosophy determine the goals the company seeks to achieve and describes the structures used to reach objectives. The mission statement speaks to the relationship the organization has with the community by linking its actions to the people it serves. The vision statement gives details of the organization’s purpose and values to employees and customers. The philosophy defines principles and overall beliefs that guide the organization in reaching its goals (Current Nursing, n.d.). For this paper, I will describe the mission and vision statements of my organization, discuss how my role supports the mission, discuss pros and cons of the nursing department’s structure, and give examples of how nursing could
Stuart, G. L., Moore, T. M., Elkins, S. R., O’Farrell, T. J., Temple, J. R., Ramsey, S. E.,
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
Nurses need to attain effective team building abilities within nursing groups in order to deliver quality and productivity needed for the organizational structure. The choices nurses make in team-managed environs are more superior to choices made in a hierarchal environment in terms of both quality and cost effectiveness. Nurses must acquire successful conflict resolution skills to be able to function successfully in the evolving healthcare structure.