An organization structure and its leadership are important in any professional field. The organization’s formal structure is service line which tends to engage all the caregivers in all disciplines with some specified diagnostic codes. The structure helps in improving communication, focus of employees, creating optimal outcomes and encouraging efficiency (Allmark, et al., 2013).
Decision making in organization
In the organization, the board of directors makes most of the decisions especially where decisions involve financial development and quality of service delivery within the healthcare facility. The board of directors has a responsibility of hiring and firing members of staff which is basically human resource. The organization is composed of several departments in which decisions are made when there are meetings (Marquis, & Huston, 2015). In the departments, there is a head who is responsible for the conduct of the staff that is under their jurisdiction. Decision making in the departments is independent of the organizations leadership in that, what the departments decide to do, as long as it does not affect normal operations of the organization and harm patients, is approved by the board of directors.
Centralized/Decentralized Decision Making
Centralization of the organization is based on the weight that each task carries. Centralization is mainly seen through decision making in the organization. The organizations management deals with cases such as purchase of equipment required for operations and hiring of staff which is important. Decisions are made across all departments in the organization using the heads of departments (Laschinger, Wong, McMahon, & Kaufmann, 2009). In the organization, there is no decentralization on key issues that the management needs attention on.
References;
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Allmark, P., Baxter, S., Goyder, E., Guillaume, L. and Crofton-Martin, G. (2013), “Assessing the health benefits of advice services: using research evidence and logic model methods to explore complex pathways.” Health & Social Care in the Community, 21, pp. 59–68.
Upenieks, V. V. (2003). “The interrelationship of organizational characteristics of magnet hospitals, nursing leadership, and nursing job satisfaction.” The Health Care Manager, 22(2), 83-98.
Laschinger, H. K. S., Wong, C., McMahon, L., & Kaufmann, C. (2009). “Leader behavior impact on staff nurse empowerment, job tension, and work effectiveness.” Journal of Nursing Administration, 29(5), 28-39.
