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...
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...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
Whitehead, D. K., Weiss, S. A., & Tappen, R. M. (2010). Essentials of nursing leadership and
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 ...
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.
Azaare, J., & Gross, J. (2011). The nature of leadership in nursing management. British Journal of Nursing, 20(11), 672-680. Retrieved from EBSCO host
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
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.
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