Organizational Structure and Culture

Topics: Health care, Patient, Health care provider Pages: 9 (1802 words) Published: December 6, 2014


Organizational Structure and Culture
Marsha Ruckle
Senior Practicum/492
May 13, 2013
Janice Cochran

Organizational Structure and Culture
Every facility has an authority structure within the organization that is the foundation for the oversight of delegating processes and expected outcomes. Without structure there is a potential for chaos to ensue, communication to be inhibited, thereby preventing goals from getting accomplished. Organizational structure is an important tool managers use to increase efficiency within the departments (Sullivan, 2013) and is an important line of communication for employees at the department level as well as throughout the organization. Every organization must have a management design to provide fluid leadership and it should be well documented and broadcast throughout the organization so employees know who to report to as well as what their role in the implementation of that structure plan (Tiller, 2012). The purpose of this paper is to identify the type of organizational structure used in my facility, describe how that structure creates an environment of support for patient-centered care, use of information systems within the culture and structure of the agency, use of decision-making ability, identify informal and formal reporting lines as well as who the real leaders are in the organization, how social and cultural influences of the community are integrated in the delivery of care, and how generational differences influence the organizational culture of my workplace. Organizational Structure

It is timely for me to be discussing organizational structure in my workplace because our nursing structure has just changed, and we were provided with a new organizational structure chart recently. The type of organizational structure my facility operates within is a combination of a service line structure and a matrix structure. It is not just a one type standard model of structure as seen in other organizations. Service line structures are more commonly seen in Magnet-certified health care organizations today because services are organized around similar departments (Sullivan, 2013). Our entire hospital system is a very large organization consisting of 10 hospitals and the service line model is a preferred structure for large and complex organizations allowing for the same activity to be assigned to many self-contained units, such as orientation of new employees or hiring of employees (Sullivan, 2013). The matrix structure is seen within our organization as it relates to who our managers report to and the varied departments they are responsible for. For example, our manager of education is also in charge of the outpatient diabetes service personnel and wound care personnel. I also see evidence of the matrix structure in our facility with the occurrence of frequent meetings to resolve problems and conflicts and the necessity of all members at the table not only consider their own functional area or department but also the big organizational picture. If we have an issue within our department or even within our hospital, and a change is proposed, we must consider how this will affect the entire organization and seek approval from all sister facilities before it can be instituted in one hospital or department. This can be time-consuming and frustrating for an area that sees this change as a quick fix to a problem. Client-Centered Care

The service-line structure within our organization creates a positive environment of support for client-centered care by integrating continuity among similar departments. Referencing the leadership of our service-line structure, the director of ICU is also the director of PCU, ED, and Short Stay in my facility. These departments care for similar patients and often our patients move from one of these departments to another during the hospital stay. As...

References: Lester, S. W., Standifer, R. L., Schultz, N. J., & Windsor, J.M. (2012). Actual
versus perceived generational differences at work: An empirical
examination. Journal of Leadership and Organizational Studies, 19(3), 341-
354. doi:10.1177/1548051812442747
Sullivan, E.J. (2013). Effective Leadership and Management in Nursing (8th ed.).
Retrieved from The University of Phoenix eBook Collection Database.

Tiller, S. R. (2012, january). Organizational structure and management
systems. Leadership and Management in Engineering, 12(1), 20-23.
doi:10.1061/(ASCE)LM.1943-5630.0000160
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