Organizational Structure Communication and the decision making process of a healthcare system is based on the organizational structure. Organizational structure is represented as a diagram that defines the leadership chain of command and responsibilities of members of the organization. Nurse leaders must be aware of their organizational structure in order to be successful. Major components of organizational structures will be addressed in more depth later in this discussion. Magnetism and how it affects functionality of an organization will be discussed.
Major Components of Organizational Structure: There are both formal and non-formal structures in organizations. According to Marquis and Huston (2012), the formal structure is usually out …show more content…
Unfortunately, organizational charts can fail to address informal structure, which include personal and professional relationships at unit based levels. Marquis and Huston (2012), suggest that organizational charts do not always clearly indicate responsibility or accountability. Furthermore, organizational charts may be used loosely, or may be outdated (Marquis & Huston, 2012). Lines on organizational charts represent whom reports to whom. The organizational chart of a system can have a great effect on whether communication is centralized or decentralized. Centrality refers to the level of communication based on the organizational chart (Marquis & Huston, 2012). For example, middle managers could be considered to have a high level of centrality because they give and receive information from upper management as well as from non-administrative staff such as staff nurses. Centralized decision making is usually done by the top executives …show more content…
Magnet organizations fulfill the first force by ensuring quality of nursing leadership. The leaders should be recognizable and have a full understanding of what each level of nursing needs, and how to support them. In a study conducted by (Havens, 2001), it was found that nurse leaders were more visible in Magnet hospitals than non-magnet hospitals. According to the UMHS chart the nurse executives are all well-educated, and have various degrees in nursing, and business (Regents of the University of Michigan, 2014). The organization structure which refers to force two vary significantly in UMHS and a magnet organization. Nurses who work in magnet hospitals describe having control over nursing practice (Havens, 2001). Nurse involvement is a major aspect of a shared governance model. UMHS can improve this by creating a shared governance model, and creating nurse sponsored committees. Quality of care and force six can be measured in both institutions via credentialing organizations such as the Joint Commission, as well as internally. Houser (2003), suggests that transformational leadership practices can positively affect patient outcomes and quality of care by decreasing mortality, medication errors, and falls (Wong, Cummings, Ducharme, 2012). Perhaps UMHS could encourage staff to discover solutions to quality issues, hence delivering better patient outcomes. Nurses as
Major Components of Organizational Structure: There are both formal and non-formal structures in organizations. According to Marquis and Huston (2012), the formal structure is usually out …show more content…
Unfortunately, organizational charts can fail to address informal structure, which include personal and professional relationships at unit based levels. Marquis and Huston (2012), suggest that organizational charts do not always clearly indicate responsibility or accountability. Furthermore, organizational charts may be used loosely, or may be outdated (Marquis & Huston, 2012). Lines on organizational charts represent whom reports to whom. The organizational chart of a system can have a great effect on whether communication is centralized or decentralized. Centrality refers to the level of communication based on the organizational chart (Marquis & Huston, 2012). For example, middle managers could be considered to have a high level of centrality because they give and receive information from upper management as well as from non-administrative staff such as staff nurses. Centralized decision making is usually done by the top executives …show more content…
Magnet organizations fulfill the first force by ensuring quality of nursing leadership. The leaders should be recognizable and have a full understanding of what each level of nursing needs, and how to support them. In a study conducted by (Havens, 2001), it was found that nurse leaders were more visible in Magnet hospitals than non-magnet hospitals. According to the UMHS chart the nurse executives are all well-educated, and have various degrees in nursing, and business (Regents of the University of Michigan, 2014). The organization structure which refers to force two vary significantly in UMHS and a magnet organization. Nurses who work in magnet hospitals describe having control over nursing practice (Havens, 2001). Nurse involvement is a major aspect of a shared governance model. UMHS can improve this by creating a shared governance model, and creating nurse sponsored committees. Quality of care and force six can be measured in both institutions via credentialing organizations such as the Joint Commission, as well as internally. Houser (2003), suggests that transformational leadership practices can positively affect patient outcomes and quality of care by decreasing mortality, medication errors, and falls (Wong, Cummings, Ducharme, 2012). Perhaps UMHS could encourage staff to discover solutions to quality issues, hence delivering better patient outcomes. Nurses as