Organizational Structure and Culture Essay Sample

system consists of 10 large hospitals, and the service line model is a preferred choice for managing these complex and sizeable entities by assigning the same activities to multiple self-contained units.

Our organization regards the matrix structure in relation to directors' areas of responsibility and counterparts they study under, as demonstrated, for example, in the orientation and hiring of new staff members (Sullivan, 2013).

Our director of instruction not only handles the outpatient diabetes service and lesion attention forces, but I also observe a matrix structure in our institution through regular meetings to resolve problems and conflicts. All members at the table should not only consider their own functional area or department, but also the larger organizational picture. If an issue arises in our department or hospital and a change is suggested, we must evaluate how it will impact the entire organization and obtain approval from all sister institutions before it can be implemented in a single hospital or department.

Implementing changes for employment opportunities can be a frustrating and lengthy process for a country. However, our organization's service-line structure fosters client-centered care and promotes continuity between similar departments. As an example, the manager of the ICU also oversees the PCU based on the leadership model of our service-line structure.

Within my installation, I have both an Emergency Department (ED) and a Short Stay section that serve comparable patients. It is typical for our patients to transition between these two areas during their hospital stay as they progress along the continuity of care from the ED to the ICU.

The PCU prioritizes meeting the patient's needs and ensuring continuity of care through staff training and a service-oriented approach. The patient's

needs are always given priority during their stay. Our facility aims for high client satisfaction ratings, which we have found to be improved by service-line structures that specialize in different sections, leading to increased patient safety and satisfaction (Sullivan, 2013).

The utilization of information systems amplifies the capacity of an organization to methodically outline diverse functions such as patient care and other essential operations. This is because it improves the efficiency of tasks carried out by the members of the organization. These systems enable swift and precise storage and processing of data throughout the entire continuum of care, which advantages all team members.

Our organization utilizes information systems, like the electronic medical record, which may encounter security problems leading to privacy breaches. Nevertheless, our organization invests prudently in safeguarding these systems. Communication is vital for all organizations and can be accomplished through diverse channels such as audio-visual tools or telecommunications.

Audio-visual communication is commonly utilized for employee training and meetings, while telecommunications can include devices like phones, beepers, intercom systems, and even telehealth for quick access to healthcare professionals in urgent situations.

Allowing healthcare professionals to obtain comprehensive information regarding a patient's health issues facilitates effective and prompt communication, which in turn reduces the gaps between healthcare providers and other departmental members within an organization. Based on professional communication and discussions that address current issues, decision-making is rendered more efficient, thereby benefiting all parties involved. Formal reporting pertains to communication between managers, while informal reporting channels may also exist.

Within the organizational structure, directors oversee employees, while informal coverage lines refer to communication between healthcare professionals during decision-making processes.

When a nurse and physician talk about a patient, it is

considered informal communication. This type of communication may also occur between peers discussing topics such as conflict, policies, or safety. If a decision is made between colleagues, a formal report can be created and passed up the chain of command to directors and managers.

Describing something informally often transforms into formal coverage. Within my organization, formal coverage begins with the unit charge nurse and progresses to the squad coordinator, manager, and ultimately the CNO. According to Sullivan (2013), this appears to be a standard coverage structure in healthcare.

The organization has established formal coverage lines to ensure control over the work environment and promote responsibility and accountability of all individuals in the company. While there are official leaders identified by their position on the organizational chart and job title, there are also informal leaders who report to them. The first line of reporting for some staff members may be an informal leader, who may not view themselves as a leader.

All nurses are leaders, and our organization strives to help them recognize their leadership abilities in addressing the many issues they face on a daily basis. Evidence of our community's diverse social and cultural influences is evident in the attention we pay to culturally sensitive and socially aware methods of patient care. Beginning with a cultural and social assessment upon admission to our facility, located in a popular tourist and retirement area with unique social needs, we work to meet the unique needs of each individual patient.

Our healthcare team adopts a collaborative approach to meet the needs of individuals facing financial difficulties in accessing medicine and other health services. We are a "Safe Haven"

facility where mothers can safely abandon their babies without any negative consequences. To alleviate medication costs for impoverished patients, we have a program in place. For non-English speaking patients, we utilize a language line telephone system to communicate effectively. Our aim is to provide personalized care while being sensitive to social and cultural differences and striving for continuous improvement.

Our healthcare organization aims to honor and cater to the distinct requirements and desires of our patients regarding their wellness care. The existence of several generations within our workforce can influence its dynamics, as we have staff members ranging from a nursing assistant still in schooling to senior doctors and nurses with more than four decades of experience. As Lester and Standifer suggest, managing a multifaceted team comprised of employees from various generations can be challenging due to their differing expectations.

According to Schultz and Windsor (2012), nurses of different generations may have varying perspectives on their desired work environment and approach it differently. The younger generation may prioritize different motivations for valuing their profession compared to their more experienced colleagues (Lester).

According to research conducted in 2012, younger employees tend to have more technological knowledge than their senior counterparts, whereas the latter have more life experience that can be beneficial to younger generations. However, these generational differences may lead to communication gaps.

By working together and having representatives from different age groups leading the way, it is possible to address and even resolve common gaps. One example of this was when I participated in mentoring and guiding senior members in the successful implementation of electronic medical records.

Learning about the electronic medical record is crucial for nurses and doctors as

it plays a significant role in daily operation and management. It is essential for all employees to have access to, understand, and identify formal leadership within the reporting and accountability structure of any establishment or business.

My organization utilizes both service-line and matrix models of construction. These models integrate to provide client-centered care, with unit leaders responsible for similar patient types. We also leverage modern technology to improve communication and decision-making, while conducting social and cultural assessments to ensure personalized care for our patients.

The article discusses mentoring practices for curbing generational gaps in an organization. It highlights the role of the company's structure and mission in promoting a productive and harmonious culture. Lester, S.W. is cited as a reference.

Standifer and Schultz, R. L. and N. respectively.

J.;A Windsor, J.

The article titled "Actual versus perceived generational differences at work: An empirical scrutiny" was written by M. in 2012 and was published in the Journal of Leadership and Organizational Studies.The reference citation for Sullivan's publication is: "

19 (3). 341-354. doi:10.1177/1548051812442747Sullivan. E.

"

According to J. (2013), the 8th edition of "Effective Leadership and Management in Nursing" can be accessed from The University of Phoenix eBook Collection Database.

The author's name is Tiller, S. R. and the year of publication is 2012.

The article titled "Organizational Construction and Direction Systems" was published in January in the journal Leadership and Management in Engineering. It is found in volume 12, issue 1, and spans pages 20-23. The article has a DOI of 10.

1061/ (ASCE) LM. 1943-5630. 0000160