Abstract
The principles of management and leadership are essential guidelines in maintaining and regulating the normal flow of an organization. Designating specific functions or objective roles is not enough. Leadership possess involves systematic approach and process as well, we do not just command orders but we consider the positions and appropriateness of our place. All this things are part of the complexities in an organization. For every union of people, there are leaders and members that exist. It is always important for us to know our place and at the same time our function. In order to move properly and appropriately in every institution, it is important to know the organization movement.
Madison State Hospital Organizational Chart – Management and Leadership
Management comprises the actions of commanding and regulating groups of people in order to direct them in a common purpose of oneness, coordination and synchrony. This gives them the scope of what should we accomplish, with set of objectives towards that group towards a single goal. The term of management is way beyond resource manipulation or absolute control. This term involves the rightful handling financial resources, technological capacity, and other contributing resources that require proper and appropriate handling. The evolution of this term has brought another definition, which gives reference to the person in charge or groups that holds the managerial tasks or managerial positions. However, this definition has limited scope of function as well as narrow governance. As some people imply, “management are for managers.”
This definition is roughly true since this term possess an intrinsic dynamic characteristic. Management is more viewed as a collective term that denotes organization or corporate directives.
On the other hand, the term leadership connotes the capacity of a person to manifest influential character that can imbue motivation and regulation as well as facilitating the capacity of others to provide their contribution towards the enhancement and success of the organizations in which they are both under. Organizationally, leadership directs the effectiveness of costs, revenue production, human resources, company strategies, over-all financial managing, social disposition, motivation, appointments, and maintenance of all these things is the job of a leader. The public has formed two definitions that tackle the characteristic of such term. The leadership applied in action and accompanied by specific delegated position that is legally, socially and morally recognize is termed as actual leadership. In terms of present capacity, which can also be put into practice, however without legal declaration of any position to hold considers a person having a potential leadership. One of the differentiating factors between Management and Leadership is the capacity or even the requirement to inspire. A person who can bring out passion and together, direct his or her comrades in common goal is known as a leader.
In every organization, the structural composition of managerial tasks is evident and supposed to implement strictly yet appropriately. There are rules and certain limitations of every position available in this organization. A wrong move or dictation can be promulgated as abuse of power or even abuse of fellowmen.
The research paper shall cover the managerial position and structural organization of a specific organization, which is Madison State Hospital firm. The paper aims to tackle and resolve the following queries:
a. Differentiate between management and leadership within your selected organization
b. Describe the roles that organizational managers and leaders play in creating and maintaining a healthy organizational culture in your selected organization.
c. Explain how the four functions of management support the creation and maintenance of a healthy organizational culture within your selected organization.
d. Recommend at least two strategies that organizational managers and leaders can use to create and maintain a healthy organizational culture within your selected organization. Support your recommendations with the concepts.
The organizational chart of Madison State Hospital is essential in the maintenance and regulation of rightful flow of power from the leaders to the members. Each department own their heads and these have accompanying specific roles that aims to form part in the fulfillment of the organization’s entire goal. There are significant communication processes, institutional protocols and necessary guidelines that need to be followed in order to attain balance and well-organize management.
Leadership and Management in Madison State Hospital
As mentioned in the early portion of this paper, leadership is more on the influential factor while managerial denotes the aspect of structural and function regulation. Applying the concepts of leadership and management in the medical field, managerial tasks and responsibilities of each position holder as implicated by the position they are holding is the management while the act of fulfilling and carrying out all these tasks in relation to their fellow workers is the act of leadership.
Management connotes the structure and specific position that the person holds and it gives specific guidelines of functions to guide the individual in fulfilling the role function. For example, each employee in the hospital firm has their own roles designated to them. These roles are further elaborated in the latter portion of the research. If in case by structure the person is assigned to be a staff nurse then, the role as a staff nurse should conform to the implicated guidelines. The nurse should carry out doctor’s orders, monitor patients and ensure that the health care delivery in within the ward is occurring properly.
On the other hand, leadership connotes the act of fulfilling these tasks. Given the situation of the staff nurse, the values of nursing and the attitude, particularly towards your colleagues, your own profession and most especially to your patients, show the leadership traits or potential. Applying this in a scenario, the duty of the nurse in giving the medicine is considered as the responsibility under management, while the proper administration and documentation of this nursing intervention is under leadership. This is how we can differentiate leadership and management in the hospital firm.
Madison State Hospital Organizational Chart
The systematic flow of leadership and management is directed by the position placement in the Madison State Hospital organizational chart. This sequence of authority is essential in even the smallest corporations in order to delineate the relationships between various people and to spell out each staff member’s responsibilities. It gives a clear visual presentation of the corporation’s hierarchy (Gladstone & Gladstone, 2003 p.70).
Medical Director
Starting now at the head of positions in almost any medical firm, we call it the Hospital director. The medical director or the hospital director is the over-all head of the hospital. It does not denote property owning but managerial and leadership of the whole broad processes occurring in the hospital firms. The hospital directors develop, coordinate, and implement all aspects of educational and research activities of the medical staff. They coordinate the functioning of the medical staff and assist in the implementation and enforcement of the hospital bylaws, hospital policies, and the bylaws and rules and regulations of the medical staff. Acting as an advisor to the medical executive committee in all professional matters of the hospital is also part of their responsibility. The medical director, to perform clinical functions, must hold an appointment in the active or the consulting category. Such appointment and reappointment shall be made in the manner set forth in the medical staff bylaws for any other applicant to, or member of, the medical staff (Hershey, 1990). This role serves as the head of the whole hospital organizational structure.
Chief Executive Officer/ Director Secretary
The next position involves the Patient Advocacy Services, Director Secretary or Chief Executive Officer. The CEO is one of the essential positions in the hospital firm. They provide various planning and interventions methods that involve selecting priorities and results, which are the goals, and objectives, and how those results will achieved. They serve as the interrelating personnel between the hospital and the patients. Special assistants are in charge in other affiliating organizations or services of the hospital such as forensic services.
The standard roles disseminate to Assistant Superintendent, Human Resource Firm, Physical Plan or Planner, Business Administration, Deputy Hospital Director, Program Heads, Administrative Department and Psychosocial Services. These positions are essential in the maintenance of proper hospital administration.
Assistant Superintendent
The Assistant Superintendent is the one in charge in the supporting groups present in the hospital. This involves the communication and management of the programs brought by these affiliating services.
Human Resource Firm
The Human Resource Firm regulates the work force or employment matters in the hospital. They provide an overview of HR practices and policies at both the departments and other hospital units. The HR department also deals with change management and escalated HR issues.
Physical Plant
They are the ones in charge in the planning functions in the hospital. It involves monitoring of the plans implemented as well as re-evaluations of these plans. The function of this role is basically depends on the institution policy since, planning are most commonly the task of Medical director as well as CEO however, Madison State Hospital’s structural organization includes such planners.
Business Administration
Business Administration is the one who takes charge at the hospital’s financial revenues such as service charging, resource budgeting as well as charity and private services. This department is much more evident in profit-oriented hospitals such as Madison State Hospital.
Deputy Hospital Director
Deputy Hospital Director is the one responsible in aiding the medical director in the management of the hospital policies. In some institutions, this position serves as the acting medical director especially during times wherein the medical director is not present.
Program Heads / Services Supervisors
Program Heads is the one who facilitates the regulation of over-all services provided by the hospital. There are agencies, which include the function of quality assurance in the role of Program Heads however; there are some who do not apply this as well. Under this department, we have the Clerical assistant, who serves as the secretary of the Program head, Chaplain, for religious conductions, and Health Information Services, the branch in-charge in the dissemination of health-related information such as brochures present in the hospital, new technology information and other means.
Administrative Department
This group of people is in-charge in the implementation of over-all hospital guidelines as well as the assessment of current processes in the hospital. The powers of admin firm even cover the Medical director in order to ensure appropriate power justifications. The admin department holds positions of Information Specialists, the one who deals with information gathering and provision especially in available new advancements of technological equipments, LAN admin, which aids in the part-fulfillment of administrative function, and Clerical assistant, which acts as the secretary of the administrative department.
Psychosocial Services
The Psychosocial department holds various positions that are in charge in psychological and nursing service provided to the patients. Psychosocial Services Supervisor is the over-all head of the department who monitors the staff functioning and service quality assurance. The Psych Serv Supervisor holds the responsibility to implement guidelines and hospital protocols applicable on the said department. The Director of Nursing is the one who supervises the function of nurses all through out the hospital. It also participates in the employment of nurses, screening of nursing requirements, facilitating quality insurance and the over-all development of nursing services. Moreover, nursing legal issues or profession controversies are also being dealt in this firm. After these firms, the structural framework expands in other varying positions depending on the institution.
Four Management Functions in Madison State Hospital
Giving first a brief background on the four management functions, we have Planning, Organizing, Leading and Controlling. These principles are essential in Madison State Hospital especially in order to facilitate proper management proceedings (Grant, 2005 p.211). We can apply these principles in hospital firm, as it is applicable to any management structures.
The first phase, Planning, involves the setting of goals and putting in decisions on courses of action, forming rules and interventions, developing plans, which are both for the organization structures and those who are employed in it, and forecasting, which is the prediction or projection of what the probable scenario that might occur in the future. In this phase, we start by gathering of data from the current situation. We interpret these data and proceed with the analysis. Afterwards, we begin the core of planning based on these data. In the hospital firm, this is a crucial phase because this where all the policies, medical protocols, guidelines and systems are born. These things start out as a plan and proceed into its implementations. For example, the charging systems are critically analyzed and planned before being announced to the public. Another is in terms of purchasing medical equipment, the hospital carefully assess not only the financial capacity but other factors as well such as the need for that equipment, the revenues it can produce and presence of other facility requirement for the equipment.
The second phase involves organizing, which is the classifying of the Jobs to be fulfilled, employing people based on organization requirements, establishing departments, delegating or pushing authority down to subordinates, establishing a structure of command – in other words, branches of authority and communications which is mainly the organizational chart – and facilitating the coordination of work by the subordinates. In application of this phase in the hospital situation, the scenario wherein the nurse staff engages in their patient endorsements shows a perfect example. After the plan of care is produced, the organization of these is being assured. Delegation of tasks among nursing aids, caregivers and the next shift-nurses portrays organization.
Next is the leading phase wherein the leadership or the act of performing the tasks follows. It is a matter of influencing other people or your colleagues to fulfill the tasks assigned, maintaining morale, molding company culture, and managing conflict and communications. These are all the involved in the leading phase.
Lastly, the controlling phase in which the maintenance of the whole system is monitored, maintained and evaluated. The application of this principle in the hospital firm shows after the accomplishment of all the latter phases wherein the laid down plans, organizational structure and leadership are being maintained and directed as to what it should be.
Recommended Management Strategies
According to Competitive Advantage model of Porter found in the book of Boston & Ross (1997), a competitive strategy takes offensive or defensive action to create a defendable position in an industry, in order to cope successfully with competitive forces and generate a superior return on investments (p.357).
The principle of Competitive Advantage model is more evident to Madison State Hospital in terms of taking offensive or defensive strategies instead of holding into donations and sponsorships since the best means in order to generate investment returns is by appropriate charging. If the hospital is running mostly on free or charity services with major dependency on sponsors or donations, chances are the degradation of health care facilities might gradually occur since there is no generating income for maintenance of health care system. If the hospital is going to impose reasonable charges for quality service, which is an offensive state, it can generate more income for the development of its health care delivery system. Moreover, since the equipments and over-all facilities are developing, the hospital’s competency level also increases thus increasing the number of patients and income production. This is one of the concepts followed by profit-oriented Madison State Hospital.
Another useful concept is the Mind Mapping, this the use of critical analysis of interrelating factors that affects a particular subject.
Mind map is a non-linear, spatial, graphical technique where the subject matter is crystallized in a certain image. The main themes of the subject radiate from the central image as branches. Branches comprise a key image of key word printed on an associated line (Malone, p.88).
The concept suggests the organization of various relationships contributing to the main theme. The strategy is applicable especially in the planning phase of Madison State Hospital management systems. It aids in predicting the probable results of a particular decision. It also helps in organizing the procedures of the plan in order to see the possible outcomes of such actions.
Conclusion
In the pursuit of analyzing Madison State Hospital organizational charts, we have found out the importance of having systematic body of management and leadership. It is necessary in order to obtain a well balance and optimum organization functioning. We also tackled the difference between leadership and management, which indicates act of performing the function in terms of leadership and the structural components of management.
The questions proposed in the introduction are also answered in this paper. The roles present in the hospital’s organizational chart are described according to their function. The four fundamental functions of management are also applied in the hospital-based management. Lastly, the recommendations for organizational managers and leaders to create and maintain a healthy organizational culture within your selected organization are also addressed. The use of Competitive Advantage model and Mind mapping are the useful recommendations suggested.
References
Boston , T. D., & Ross, L. C. (1997). The Inner City: Urban Poverty and Economic Development in the Next Century. Transaction Publishers.
Gladstone, D., & Gladstone, L. (2003). Venture Capital Investing: The Complete Handbook for Investing in Private. Financial Times Prentice Hall.
Grant, R. (2005). Contemporary Strategy Analysis. Blackwell Publishing.
Hershey, N. (1990, July). Documenting roles and responsibilities – Hospital Medical Director. Retrieved October 20, 2007, from http://findarticles.com/p/articles/mi_m0843/is_n4_v16/ai_9366233
(n.d.). Madison Sate Hospital Organizational Chart. Retrieved October 21, 2007, from : http://www.state.in.us/fssa/files/mshorg.pdf
Malone, S. A. (1997). Mind Skills for Managers. Gower Publishing, Ltd..
