Example of an Organizational Structure and Culture Paper for NUR 492 at the University of Phoenix.
The classical theory consists of organizational design that subdivides work and specifies tasks. The classical theory allows the different departments to run with efficiency by giving staff members different task to perform. The classical theory is composed of four elements: division and specialization of labor, chain of command, organizational structure, and span of command. Division and specialization of labor reduces the workload of the employee that will increase proficiency throughout the organization. The chain of command is authority, power, and responsibility delegated from high levels of authority to the lower levels. Organizational structures are how the departments are arranged and how command is maintained and how communication is achieved through a formal system. The span of control is how many employees a manager can effectively manage. (Sullivan & Decker, 2002).?
The structure of this organization provides for an environment for client centered care by offering services of acute care with different levels of care such as emergency services, med-surgical units, intermediate care unit, intensive care and labor and delivery. Each division is managed by a specific leader, such as the manager, who reports to the chief of nursing. The managers are more in contact with staff and have direct communication with staff members as well as patients in the hospital. This personal level of communication allows for managers effectively to communicate the importance of the mission of the hospital, which is to exceed expectations and provide quality health care to all at all times. With this mission in mind, it can lead to a close relationship with client care. The use of information systems is the way to communicate throughout the hospital to staff members. There are two charting systems used in the organization and an assignment board system in each department. The first one is Emergency Data Management, which is used in... [continues]
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