Friday, November 8, 2019
Organizational Structure in Nursing Essays
Organizational Structure in Nursing Essays Organizational Structure in Nursing Essay Organizational Structure in Nursing Essay Organizational Structure in Nursing NUR: Due Date: Teacher Name: Organizational Structure in Nursing The Organizational Structure in Cleveland Clinic is the parent structure that holds the health system together in the entire organization. The Organizational Structure maintains controls the system that consists of community hospitals, academic medical centers, family health centers, and various physician, and physician researchers (American Nurses Association, 2010). The medical fraternity designed the organizational structure in Cleveland Clinic to provide the necessary opportunities for delivering the best health care to patients, to facilitate the implementation of quality standards in the system as well as the promotion of effective use of resources in the hospital. An example of the success manifested by the instituteÃ¢â¬â¢s organizational structure includes the measure to improve the quality of care in the organization continuously. In this regard, the clinicÃ¢â¬â¢s management at the facility implements teams of nurses, doctors, and other relevant quality measures. The guiding principle of the instituteÃ¢â¬â¢s organizational structure revolves around the premise of Ã¢â¬Å"patient firstÃ¢â¬ and shifts its focus to the wellbeing of the patient. However, it is prudent to note that the organizational structure in Cleveland Clinic is lacking largely in details because of the wide scope of care it places on various departments of the organizations. Support of Client-Centered Care An organizational will form its organizational structure with regard. Cleveland Clinic implements the department organizational structure. This organizational structure affects Cleveland Clinic in two major ways. These include providing the foundation on influencing the standard of operational procedures as well as routine tests. The other way includes how it determines how the organization selects the individuals who participate in certain decision-making processes. Therefore, this organizational structure determines the extent of what views shape the actions of the organizations (American Nurses Association, 2010). The successful implementation of this organizational structure largely requires the applications of clinical disciplines across technologies and practices. The challenges of achieving this organizational structure in Cleveland Clinic involve providing a firm direction on delivering the clinical disciplines and the quick implementation of required technologies and practices. The successful implementation of this organizational structure called for the full application of what Cleveland Clinic refers to as the concept of Ã¢â¬Å"hearts and mindsÃ¢â¬ of nurses. With a view of achieving this objective, the management of the organization endeavored to initiate a practicing model for system-wide nursing (Sullivan Sullivan, 2009). This ensures that the management directs care at the clinic for the well-being of patients. Patient experience in Cleveland Clinic is the driving force of the organizational structure. The structure creates an environment of supporting client-centered care in a number of ways. Care at Cleveland Clinic strives to attend to patients. Since the inception of the institution in 1921, the founders focused their vision on fostering a patient-oriented environment that aims at delivering care to patients in the institution. The organizational structure of Cleveland Clinic is patient-centered, efficient, timely, equitable, and efficient. Though the health system in Cleveland Clinic meets the core objectives of the organization, it suffers the same defects that affect other institutions that implement a similar organizational structure. Similar to other organizations, Cleveland Clinic possesses complicated combination of institutes, medical hospitals, and services in its organizational structure. Communication Methods and Information Systems The organization structure of Cleveland also provides for communication methods, information systems as well as the decision-making ability of different cultures in the organization. Nurses play a key role in determining the use of communication methods and information systems in Cleveland Clinic. Patient ratings with regard to nursing play a significant role in influencing the organizationÃ¢â¬â¢s use of communication methods and information systems (Huber, 2006). Studies from previous nursing experiences concluded that patient ratings led to the most influential on information systems and especially communication systems. The communication systems in this regard largely determine the process of admission, physician care, and staff care. In this regard, the premise that poor nursing experience leads to negative outcomes on quality perceptions. Furthermore, regarding information systems, the organizational structure in Cleveland Clinic recommends that the management should endeavor to eliminate poor nursing practices (Sullivan Sullivan, 2009). However, the information system in Cleveland Clinic is driven by the managementÃ¢â¬â¢s desire of creating better family and patient-centered care as well as identifying what view that each decentralized location will have on the patients. With an estimated 11,000 registered nurses, 2000 doctors, 900 APNÃ¢â¬â¢s (advanced practice nurses) and 20,000 other employees, the organization structure, offers a restrictive provision on family and patient-centered care for the whole clinic. Hence, the organization has established an organizational structure that prioritizes patients and uses this as a guiding principle in communicating patient needs. Organization Chart Analysis Regarding the organizational structure implemented by Cleveland Clinic, it was possible to identify communication compliance programs that involve two-way communication. This includes flow of information from the management directed toward junior staff, such as compliance staff and information flow from the committee to employees. This is mainly formal communication because it involves the training and education functions. The other line of communication and reporting involves flow of information from junior to senior staff. Normally, this involves nurses communicating doctors and thereafter relayed to the medical officers. The issue of power and control is determined by the professional level attained by the respective staff member (Huber, 2006). For example, a doctor who has attained higher education and experience holds more authority and control over APNÃ¢â¬â¢s (advanced practice nurses). Social and Cultural Community Influences Considering social and cultural aspects, the organizational structure of Cleveland Clinic has indeed attempted to incorporated community social and cultural influences into the delivery of care. The management extends the concept of family and patient care through organizational structure to include the environmentÃ¢â¬â¢s social and cultural aspects. As the medical department becomes more ethnically and racially diverse field, the health care system in Cleveland Clinic moves to respond to varied patient behaviors, values, and perspectives. Lack of understanding and managing cultural and social differences in the medical field poses significant consequences of the health, especially to minority groups. The Cleveland Clinic organizational structure endeavors to implement cultural competence as well as identifying its benefits on the organizationÃ¢â¬â¢s health care system. Generational Differences and Organizational Culture Though most organizations devote most of their resources and time into encouraging and achieving diversity, most limit their organizational structure to ethnicity and gender. The Cleveland Clinic organizational structures however goes a step further to consider generational diversity, something that often goes unaddressed and overlooked. The structure balances the different working styles and needs of different cultures and generations in the organization. Rather than leave workplace teams and employees to function on their own, the Cleveland Clinic organization provides for them guidance and support (Papa, 2008). Though these generational conflicts act as sources of conflicts in the organization, it is prudent to understand that they play a fundamental role in identifying proper means of handling conflict that hinders productivity. Conclusion The medical fraternity in Cleveland Clinic designed the organizational structure in Cleveland Clinic to provide the necessary opportunities for delivering the best health care to patients. The Organizational Structure in Cleveland Clinic is the parent structure that holds the health system together in the entire organization. Cleveland Clinic implements the department organizational structure providing the foundation on influencing the standard of operational procedures as well as routine tests and determines how the organization selects the individuals who participate in certain decision-making processes. The Cleveland Clinic organizational structure endeavors to implement cultural competence as well as identifying its benefits on the organizationÃ¢â¬â¢s health care system. The challenges of achieving this organizational structure in Cleveland Clinic involve providing a firm direction on delivering the clinical disciplines and the quick implementation of required technologies and practices. The issue of power and control is determined by the professional level attained by the respective staff member. Rather than leave workplace teams and employees to function on their own, the Cleveland Clinic organization provides for them guidance and support References American Nurses Association. (2010). Nursing: Scope and standards of practice. Silver Spring, Md: American Nurses Association. Huber, D. (2006). Organizational Structure and nursing care management. Philadelphia: Saunders Elsevier. Papa, M. J., Daniels, T. D., Spiker, B. K., Daniels, T. D. (2008). Organizational communication: Perspectives and trends. Los Angeles: Sage Publications. Sullivan, E. J., Sullivan, E. J. (2009). Initiating and Implementing Change. In Effective leadership management. Upper Saddle River, NJ: Pearson Education.