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Essay / Research Paper Abstract
3 pages containing slide text and speaker notes for a 4-slide PowerPoint presentation on hospital organizational structure. Complex problems cannot readily be addressed with simplistic organizational structures. The complex problem is a multi-faceted one, and each of its components needs to be addressed. There are dynamic tensions between structural groups, but also a sense of working for the same overall goal. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSnursOrgStruPPT.rtf
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Unformatted sample text from the term paper:
problems cannot readily be addressed with simplistic organizational structures. ? Problems are multi-faceted and need to be addressed on several fronts simultaneously. ? Example: Sloan Ketterings several hospitals.
Complex problems cannot readily be addressed with simplistic organizational structures. The complex problem is a multi-faceted one, and each of its components needs
to be addressed. There are other needs not directly applicable to organizational divisions, such as Memorial Sloane Kettering Cancer Center. It operates several hospitals that could fall prey
to competing with each other, but they serve different populations and focus on different types of cancer. There may be competition between groups, but there is cooperation as well.
Each is working for the same end goal. Slide 2. Memorial Sloane Kettering Cancer Center Organizational Structure Diagram Slide 3.
Structures Effects ? Leads the organization to either efficient or inefficient operation. ? Matrix model attractive in the early 1980s, because it created additional administrative departments. ? TQM of the
later 1980s and 1990s held to the "less is more" concept in favor of flatter organizational structure. The influence of effective - or
ineffective - organizational structure on the organizations ability to function at optimal levels has been known literally for decades. As example, Timm and Wanetik (1983) discussed the matrix organization
model for hospitals more than 20 years ago. The matrix models attractiveness at the time was that it creates "new organizational units administratively equivalent to hospital departments such as
nursing or pharmacy" (p. 46). That was a desirable end in the early 1980s, but of course the view now is that organizations are able to function more efficiently
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