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Essay / Research Paper Abstract
A 5 page paper discussing the organizational structure of a large (800 patients) hospice and the implications that the structure can carry for organizational function. Bibliography lists 2 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSmgmtOrgStruHos.rtf
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Unformatted sample text from the term paper:
is not specifically designed, but rather evolves along with the organization as it grows and changes. Typically, only when the existing structure is found to be less relevant than
in the past does senior management seek to change it. Before reaching that point there is little reason to divert attention from operations, and if the current structure is
working well then changing it for changes own sake may be unwise. Until the organization reaches - and generally surpasses - the point at which it needs to change
its organizational structure, it is likely to use the bureaucratic or divisional structure (Osland, Kolb and Rubin, year). This is where the hospice is at present. The Organization
The business is a large hospice organization, with 322 employees and though the patient population varies, it averages 822 patients at any given time.
The hospices mission is to provide support at the end of life, not only for the hospices terminally-ill patients, but also for their family members. It is likely
that everyone involved is undergoing a period of great stress in varying stages. The hospice is a mature organization. It has been
in business for many years, and it is old enough that it now has several groups that support single aspects of the organizations overall mission. Two of these are
Hope Life Care and Pathways of Hope, two programs with directors reporting to the Mission Support director, who in turn reports to the CEO. Another sign of organizational maturity
and potential need for reorganization for more efficient function is that the director of inpatient care is not in the same "leg" of the structure as is the vice president
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