The University of Wisconsin Hospital and Clinics- Magnet Hospital
Schneider Regional Medical Centre- Non-Magnet Hospital
General Characteristics of a Good Organizational Chart
Reporting structure of the organizations: In the two charts, reporting structures are generally clear and well elaborated to provide efficient flows of information. It is possible that both charts have clear lines of authorities with hierarchies for positions and their responsibilities. However, the organization chart of the magnet hospital of the University of Wisconsin (UW) elaborates well the issue of horizontal communication: apparently, there is a substantial deal of horizontal communications between and among directors of nursing services (Lundmark, 2014).
Delegation of authorities: Both structures also depict adequate likelihoods of delegations of authorities. Clear lines of authorities flow from senior positions to subordinate positions; staffs in subordinate positions can carry out tasks delegated to them by those in higher positions.
Managerial levels: The non-magnet hospital of the Schneider Regional Medical Centre (SRMC) presents an organization chart that has more management levels than that of the UW’s magnet hospital (Jerome-D'Emilia et al., 2010).
Proper span of control: Organizational chart of the SRMC’s non-magnet hospital has spans of control that are larger than those of the UW’s magnet hospital. For instance, whilst SRMC’s Chief Financial Officer controls about 11 departments, the UW Hospital’s senior Vice President Patient Care Services has a span of control of about 12 departments.
Simplicity and flexibility: For nurses, the organization structure of the UW’s magnet hospital is more flexible and simpler. Despite the fact that the structure is specifically designed for nursing services, it has directorates and programs that are suitable for nurses with different specialties. This is not the case with the SRMC’s structure that looks complex and inflexible for nurses with different specialties (Jerome-D'Emilia et al., 2010).
Forces of Magnetism (Nursing Perspective)
Quality of leadership: From the charts, almost all leadership positions in the UW’s magnet hospital are filled with individuals that are highly educated and experienced in nursing. This is a different case from the SRMC that has only two leaders in the management with nursing qualifications and experiences. The knowledgeable and experienced nurse leaders will provide stronger advocacy and support on behalf of other nurses (Jerome-D'Emilia et al., 2010; Marquis & Huston, 2015).
Personnel policies and programs: From the positions on the organizational structure, one can realize that the magnet Hospital of the UW has elaborate directorates of specialties, research and training and development for nurses. The directorate departments include those concerned with oncology services, surgical services, medical nursing, pediatric nursing and heart vascular and thoracic services, education and development, nursing practice innovation, nursing operations support, nursing research, among others. On the side of the SRMC, all nurses practicing in different medical units are grouped in one department. There is no clear or specific designation of services, training research and development for nurses (Jerome-D'Emilia et al., 2010; Marquis & Huston, 2015).
Organization structure on the nursing perspective: The magnet hospital of the UW’s chart manifests a strong representation of nursing profession, research, training and development. On the SRMC’s organization chart, the organization has weak nursing representations in the aforementioned facets of professionalism, research, training and development (Jerome-D'Emilia et al., 2010; Marquis & Huston, 2015; Morgan, 2007).
Professional models of care: The magnet hospital of the UW depicts substantial evidences of collaborations, communication and professional development. These models are aimed at providing the highest quality to various segments of the community: mentally handicapped patients, children, emergency patients, spiritual care patients, home care patients, respiratory patient, and general patients among others. The hospital has advanced practice provisions, nursing operations support, clinical joint ventures to improve communications, collaborations and development of high quality professionalism. On the other hand, the SRMC entre has no model of care that can reach a scope a magnet hospital: all nursing activities are put in one department; there are no specific models of care for nurses and segments of patients (Lundmark, 2014; Marquis & Huston, 2015; Morgan, 2007).
Community and the organization: The magnet hospital of the UW collaborates with the community in bids of controlling infectious disease. It has a created a directorate of controlling infectious diseases. On the other hand, the SRM Centre seems to deal with the community as customers only, especially when patients visit the hospital. It does not have clear and emphatic community outreach and collaborative programs (Jerome-D'Emilia et al., 2010; Marquis & Huston, 2015).
Consultation and resources: In the magnet hospital of Wisconsin, despite the available publications of research findings and practice innovations, there are advanced nursing practice providers that a new nurse can benefit from. In the SRMC, although there are some nursing professionals with advanced education and experience, there are no clear designations of such services, and, therefore, it is not guaranteed that they can be available (Jerome-D'Emilia et al., 2010; Marquis & Huston, 2015; Morgan, 2007).
Recommendations: Given that the two hospitals have wider spans of control and many management levels, efforts should be made to reduce them for efficient and effective management of nursing services. However, the SRMC should emulate the forces of magnetism depicted on the organization structure of the U’s hospital (Jerome-D'Emilia et al., 2010; Marquis & Huston, 2015).
References
Jerome-D'Emilia, B. et al. (2010). Making sense of magnet. American Nurses Credentialing
Center. Retrieved on 15 March 2016 from http://www.nursecredentialing.org/Magnet/FindaMagnetFacility.aspx
Lundmark, V.A. (2014).Chapter 46 magnet environments for professional nursing practice.
Patient Safety and Quality: An Evidence-Based Handbook for Nurses.
Marquis, B.L. & Huston, C.J.(2015).Leadership Roles and Management Functions in Nursing:
Theory and Application. New York: LWW.
Morgan, S.H.(2007).The forces of magnetism: core characteristics to achieve magnet
recognition. Multispeciality. Retrieved on 15 March 2016 from http://www.medscape.com/viewarticle/562944
