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Determinant of organisation culture
Determinants of organizational culture
Determinants of organizational culture
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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. 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. The first element is “vertical coordination.” (Bolman, 2013, p. 49) This vertical coordination in my issue is happening between external constituencies. Many area hospitals were diverting MH patients to our Level One Trauma Center, Harborview, overwhelming the Emergency Department. The elements in vertical coordination are “authority, rules and policies, planning and control systems.” (Bolman, 2013, pp. 51-54) The formal “authority” in this issue is WA State Central Region EMS and Trauma Council with Harborview Hospital being its leader. Harborview’s authority in King County has been established well before this issue arose. A top-down ap... ... middle of paper ... ...ing of people in our community by providing quality care in a collaborative environment.” “Negative symbols perpetuate evil, just as positive symbols reinforce goodness. Symbols cut both ways.” (Bolman, 2013, p. 262) In the past I have worked for large organizations where whining and complaining was part of the culture and a very negative force. When looking at my issue through the symbolic frame, I can see were positive symbols have created a positive culture and are driving forces. I did not identify any restraining forces when looking through the symbolic frame. Reference Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass. Editorial: Washington must treat the mentally ill. (2013, October, 7). The Seattle Times. Retrieved from http://seattletimes.com/html/editorials/2021988414_mentalhealtheditxml.html
The organizing function of the manager consists of developing organizational charts, job descriptions, and statement of work flows ( Liebler and McConnell, 2008, p.53). A healthcare department manager must have knowledge of the job functions, job descriptions, and how those relationships impacts, authority, chain-of-command and communication. As a Wayne County Sheriff Sergeant, the organizational jail chart reveals the decision making process in terms of, (a) major functions,(b) relationship of functions, (c) channels of supervision, and (d) lines of authority and communication and positions( by job titles) within the [jail] units (Liebler & McConnell,2008, p.194).
The Service Center’s relationship between departments and their respective managers were strained and lacked successful communication. All the departments have drastically different issues and were unable to come together to make joint decisions for the greater good of the organization.
Waugh, William L, and Gregory Streib. "Collaboration and Leadership for Effective Emergency Management." Public Administration Review, 66.6 (2006): 131-140.
States obtain many services that fall under mental health care, and that treat the mentally ill population. These range from acute and long-term hospital treatment, to supportive housing. Other effective services utilized include crisis intervention teams, case management, Assertive Community Treatment programs, clinic services, and access to psychiatric medications (Honberg at al. 6). These services support the growing population of people living in the...
The impetus for change to improve the healthcare services provided to individuals suffering from mental illness came about because the deinstitutionalization efforts begun in the 1970s were failing to properly assist this population (McLaughlin & McLauglin, 2008). McLauglin and McLauglin (2008) explain North Carolina’s four regional mental health hospitals were acting as independent entities and not working to provide better coordinated services to its’ local community mental health centers. They reveal local community mental health centers were not receiving the resources necessary to run effective rehabilitation programs for their patients (McLaughlin & McLauglin, 2008). Similar situ...
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations. San Francisco: John Wiley & Sons.
Christensen, Jen, Caleb Hellerman, and Trisha Henry. "Feds Boosting Mental Health Access, Treatment." CNN. Cable News Network, 12 Nov. 2013. Web. 04 Apr. 2014. .
"Mental Illness Overview." Congressional Digest 81.1 (2002): 3. Points of View Reference Center. Web. 10 Feb. 2014.
Support of a decentralized organizational philosophy can transform organizations, staff, and patients because it affects the culture, improves staff outlook, promotes personal involvement and encourages staff to reach higher levels of quality care. In my organization, nursing leaders should strive to involve all patient care units and staff in shared governance, educate unit leadership council chairs, and build on the positive aspects by empowering, motivating and developing staff members. These actions will increase creativity, responsibility, intellectual stimulation, and well-being.
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
In any particular year, about 26.2 percent of adults in the United States have a detectable mental illness (“The Numbers”). Unfortunately, not enough hospital beds and places to stay are available for all of those people who need hospital care, so hospitals must move people out to make room for new patients. The space for mentally ill patients has always been low, but it has dramatically dropped in the past few decades. A movement involving deinstitutionalization occurred in 1965, and was advanced by society’s worries about civil liberties of patients. Courts then decided to regulate the amount of patie...
Organizations must operate within structures that allow them to perform at their best within their given environments. According to theorists T. Burns and G.M Stalker (1961), organizations require structures that will allow them to adapt and react to changes in the environment (Mechanistic vs Organic Structures, 2009). Toyota Company’s corporate structure is spelt out as one where the management team and employees conduct operations and make decisions through a system of checks and balances.
The crowding in mental health hospitals comes from the use of emergency medicine as a specialty that has a federal law that allows any patient to receive treatment there (Barish, McGaudly, & Arnold, 2012, p. 304). Because of the lack of primary care physicians for a proper referral to seek mental health treatment, patients seek medical care in ERs (Barish, McGaudly, & Arnold, 2012, p. 304). Within mental health, patients with severe psychiatric disorder visit the emergency room one or multiple times throughout their diagnosis. These patients with mental health-related emergency department visits were twice as more likely to result in hospital admission to the emergency room
When studying organizational theory, two different belief systems help to determine which theory stream that each individual person follows. These are a person’s ontological beliefs or epistemological beliefs. It is important to recognize how both Ontology and Epistemology apply to organizational theory, and for each person to decide where they fit inside these branches.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.