Organizational Structures in Healthcare

This report discusses the impact of organizational structure on culture in healthcare organizations. It explores the role of healthcare managers and their responsibilities. It also presents different organizational structures in business health and social care. The report concludes with a discussion on funding criteria for social enterprises in the healthcare sector.

Healthcare
Environment

Table of Contents
INTRODUCTION...........................................................................................................................3
Role of Healthcare Manager............................................................................................................3
Explain how organizational structure impacts culture.....................................................................4
Present different organizational structures in business health and social care................................6
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10
APPENDICES...............................................................................................................................11

INTRODUCTION
This project report is based on funding to Social enterprises by Clinical commissioning groups
(CCGs) which NHS organizations are set up by the Health and Social Care Act 2012 to organize
the delivery of NHS services in England. The main objective of this research report is to present
an idea on how to change the organizations so that it can qualify for funding criteria (Practical
guide to engaging with clinical commissioning groups, 2015).
Role of Healthcare Manager
Only those who are registered in a register with the professional association they belong to can
fill this position. The professional, regardless of the degree obtained (Medicine and Surgery or
Dentistry), must be registered in the Register of Dentists. In particular, the law identifies the
figure of the "Healthcare Manager" as equivalent to the Healthcare / Technical Director for non-
hospital facilities; the same must be a graduate in Medicine and Surgery, in possession of the
qualification to exercise the profession and registered in the Register. Therefore, a specialization
degree is not required (Guest, Vowden and Vowden, 2017).
The Health Manager "is personally responsible for the technical-functional organization of the
services and possession of the prescribed professional qualifications by the staff who work
there". And among the duties of the Healthcare Manager "the general personal responsibility for
the overall functioning of the unit with obligations that primarily concern the supervision of the
hygiene requirements and the suitability of the technical equipment, as well as the possession by
the staff in charge of the prescribed professional requirements, but also to supervise the quality
of the individual diagnostic and therapeutic services provided to patients ". Further specific tasks
and fulfillments are indicated by the regional laws concerning the authorization to open and
operate health facilities (Understanding health care management, 2017). "In the Lombardy
Region, the appointment and termination of the Health care manager must be communicated to
the ATS which has supervisory duties and to the Order It is worth mentioning that the immediate
and contextual appointment of the next must correspond to the termination of a DS. Some of the
important role of health care manager has been discussed below:

1. Responsible for the technical-functional organization and the proper functioning of the
sanitation;
2. Responses for the assignment to individual services of health, technical and paramedical
personnel who must be provided with the qualifications indispensable for the exercise of
individual personal activities;
3. Responses for keeping and updating the register with personal data and qualifying professional
titles of the personnel assigned to the health functions;
4. Responsible for checking the functioning of the diagnostic and therapeutic equipment installed
in the healthcare complex; maintenance of rooms and equipment and periodic checks on plants
and equipment;
5. Responds to compliance with the rules of protection of operators against the risks deriving
from the specific activity; compliance with the rules for the prevention of risks for the safety and
health of operators and assisted (Grayson, and et.al., 2020);
6. Responsible for checking the services, in particular those for disinfection and sterilization;
7. Checks the correct registration, transcription and archiving of the reports
8. Responds to the mandatory health reports required by current laws;
9. Responsible for supervising the application of the current provisions on diagnostic, curative
and rehabilitative aids;
10. Checks the correct conservation, in accordance with current legislation, of drugs, drugs and
psychotropic substances;
11. Takes care of the development and verification of the implementation of the organizational
and technical procedures specific to the structure.
Explain how organizational structure impacts culture
The authoritarian structure and hierarchical culture play a role among the ideas with the most
striking pictorial and disciplinary force in understanding the causes and types of individual

practices in societies. After all, these two ideas are routinely used in analysis as autonomous
factors to illuminate various peculiarities present in different groups and types of associations.
The impact of hierarchical structure and culture on the different sections of the board is usually
asked independently and freely of each other (Kitzinger and Kitzinger, 2017).
Be that as it may, there are examples of studies examining the impact of culture and structure on
board in their collaboration. Surprisingly, although it is evident that hierarchical culture and
authoritarian structure should dominate each other, little in-depth research has been conducted to
examine their direct common influence. Organizational culture can be defined as “the
satisfaction of suspicions, features, standards and perspectives, demonstrated through images that
individuals of a society have created and accepted through a shared understanding and help to
convey the meaning of the environment determine their commonality and how they continue.
"As this definition suggests, authoritative culture plays a thematic and emblematic part in its
content. The thematic part includes include common assumptions, beliefs, standards, and
perspectives offered by individuals of society that further shape their (defined) psychological
plans. The hierarchical structure thus determines as which the individuals of the society see and
determine the cover scene, just as they advance you. The psychological meaning of the
authoritarian culture promises. n a unique way to give importance and unique response to the
wonders in and around society. After all, if there is a rigid culture in a society, each individual of
the society decides, undertakes activities or puts in links in a comparative and predictive design.
The images are a prominent piece of hierarchical culture and show its intellectual component.
Semantic images of behavior and materials strengthen, spread and change the authoritarian
culture (Vveinhardt, 2018).
Tracking the relationship between the authoritarian structure and cultural change relies on two
properties: first, a hierarchical structure creates a hierarchy culture and a cultural change is
needed to change the company structure. Second, a ranking structure may remain, but the
authoritarian culture may change if the council changes the way employees are assigned to jobs
in a similar structure.
1. Change the structure at each level

Taco Bell offers a prime example of how changing the authoritarian structure at all levels of
society can bring about cultural change. In a customer-centric driven model, Taco Bell
eliminated the layers of the board and changed the role of management at all levels. For example,
one boss went from overseeing at least five stores in 1988 to at least 20 stores in 1991.
Administrators also focused on education and support.
2. Change career specifications
Another way to change a company's lifestyle is to reassign certain authorities in its existing
regions. For example, you can roll down the human resources office and transfer human
resources functionality to all important departments. As a human resources expert, the expert
was able to handle all promises for staff in that department in discussion with the administrator.
3. Representative involvement
Some management team members are tasked with changing the culture for employees, using a
basic approach to deal with the change in organizational structure. Administrators can present the
problem that the agency has to be increasingly willing to accept changes in market conditions
and subsequently use town lobby meetings and various ways to obtain employee contribution for
rebuilding the organization. This is a multidisciplinary approach, but it succeeds if employees
change their mind by collaborating with managers.
4. Solid culture
An organization with a strong authoritarian culture can adapt its lifestyle while its representatives
adopt their hierarchical structure. For example, if delegates really want a workgroup structure
and their organizations want to move their lifestyle to focus on new elements or administrations,
they can follow the organization. They should adapt to the new ways in which the organization
adapts and positions itself on the market to be effective.
Present different organizational structures in business health and social
care
The roles of managers within pharmaceutical service associations are not limited to the highest
level; Due to the size and multilateral nature of different social security associations, the roles of

managers are found across the company. The positions of the board of directors are held at the
lower levels, at the central management levels and at the senior levels, known as the senior
management level. The management chain of the board of directors means that a certain position,
or strength, is falling in the company and that lower level managers have less authority than
more important level directors (Lees, Hutchison, and O'Brien, 2017). Duty is much more
important. For example, a clinic's vice president of patient care services may be responsible for
some different practice areas, such as nurses, analytical imaging administrations and research
facilities administrations; It is interesting to note that the medical records manager - a lower level
position - has a role solely for the ability of a patient's medical records. In addition, an
administrator within an environmental services office may be tasked with limiting himself to
small cleaning staff, who have basic work, but are housed in an area that is was identified by the
association. Some administrative functions, for example, the above, are scheduled administrative
positions based on the fact that the supervisor manages various agents; other administrative roles
are administrative staff positions since they finish their job and push the boss, but they do not
regularly supervise others.
Administrative roles move beyond the required mastery and understanding; some positions
require extensive knowledge of a number of important areas and critical work experience and
various occupations are increasingly suited to department-level administrators with only limited
or absent experience. The most well-known rating structure for social security associations is an
authoritative utilitarian structure whose main brand is a pyra-mid-molded packaging order,
which indicates the full capabilities and key administrative functions applied role for these
abilities. The size and asymmetry of the particular welfare management association will
determine the particular structure (Christensen, Lægreid and Rovik, 2020). For example, larger
companies - e.g. large network emergency clinics, crisis clinic facilities and academic clinical
focus - may have changing levels of authoritative control over society. This structure is
important because of the large expansion of the administered administrations and the comparison
of the wide range of authoritative and enhanced benefits that should enhance the transmission of
clinical administrations (Powell, and et.al., 2017). A number of features associated with this
practical structure include strict levels of leadership and a line of publication, which ensure that
business communications, operations and evaluation are conducted in a just state of order and
control. This structure offers key favorable positions, for example, clear divisions of work and

away from details and responsibilities. Associations of pharmaceutical services have adopted
alternative authoritarian structures, usually in conjunction with a utilitarian structure. These
include lattice or group-based modules and tracking lines on card templates. The reticular model
finds that a challenging practical structure can limit the ability of the society to complete the task
and that the ability of various commands is required on a non-stop basis. An issue of network
technology is when practical staff, such as the nursing and remediation staff, are assigned to a
specific program, such as geriatrics, and report for automated purposes to the program manager
there, the Geriatrics office. Another model is when clinical and regulatory staff are recruited to
an organization that explores new administrations called advertising or business development
director. In both of these models, managers would direct employees that are not usually under
direct management control. The points of interest of this structure include better lateral
communication and coordination of administrations, as well as complete information (Alzahrani,
and et.al., 2020).
In the executive management line, a manager is selected to guide a dedicated clinical assistance
line and has responsibilities and responsibilities for staff, the consolidation of activities, the
spending plan and the cash control related to the administration show provided under that line of
administration. Regular examples of lines of administration include cardiology, oncology
(malignant growth), female administrations, physical rejuvenation and well-being behavior
(psychological well-being).
The administrative lines can be built within a solitary society or they can be divided into
subdivisions, for example within a clinical framework in which administrations are provided in
some different offices. Some offices have found that the line of administration offered by the
official model for selected clinical administrations has numerous advantages, such as lower
costs, higher quality of care and more intuitive patient performance than other administrative
models. The line of administration produced by the model officer within an association is usually
associated with a practical structure, since the association may decide to give separate emphasis
and additional funds to one or two of the administrative lines (Cochrane, 2016).

CONCLUSION
So from the above report it can be concluded that, Subsidies for the veterinarian for social
enterprise costs, however cross-departmental problems (within the Department of Health and
through government offices) are related, for example, to benefits, to VAT. Corporate office
gradually arranged or shies of any extension of the imagination. The Social Enterprise, which
was able to organize arrangements and monitor the use of social activities in the NHS, seemed to
have little influence on other strategic figures on the screen of the Department of Health and
other government offices. Strive to make the corporate structure a WB that met the needs of
officers, staff and support as well as the need to function within the remit, benefits and
management of APMS.

REFERENCES
Books and Journals
Alzahrani, A.M., Al Zaidi, A.A., Alzahrani, S.M., Binmahfouz, S.A. and Farahat, F.M., 2020.
Association between type 2 diabetes mellitus and Helicobacter pylori infection among
Saudi patients attending National Guard Primary Health Care Centers in the Western
Region, 2018. Journal of Family and Community Medicine, 27(1), p.8.
Christensen, T., Lægreid, P. and Rovik, K.A., 2020. Organization theory and the public sector:
Instrument, culture and myth. Routledge.
Cochrane, D.A., 2016. The North Kirklees Clinical Commissioning Group (CCG) and Curo
Health GP Federation Clinical Care Coordination Project. International Journal of
Integrated Care (IJIC), 16(6).
Grayson, A.D., Garnett, F., Davies, M., Connor, N., Hughes, C. and Cooper, J.P., 2020. A
consultant‐led anticoagulation review of all patients in one clinical commissioning group to
prevent atrial fibrillation related stroke. International Journal of Clinical Practice, 74(4),
p.e13465.
Guest, J.F., Vowden, K. and Vowden, P., 2017. The health economic burden that acute and
chronic wounds impose on an average clinical commissioning group/health board in the
UK. Journal of wound care, 26(6), pp.292-303.
Kitzinger, J. and Kitzinger, C., 2017. Causes and consequences of delays in treatment-
withdrawal from PVS patients: a case study of Cumbria NHS Clinical Commissioning
Group v Miss S and Ors [2016] EWCOP 32. Journal of medical ethics, 43(7), pp.459-468.
Lees, C., Hutchison, T. and O'Brien, S., 2017. Introducing community integrated nursing teams:
How one Clinical Commissioning Group applied an evidence-based approach. British
journal of community nursing, 22(6), pp.289-294.
Powell, N., Davidson, I., Yelling, P., Collinson, A., Pollard, A., Johnson, L., Gibson, N., Taylor,
J., Wisner, K., Gaze, W. and South, J., 2017. Developing a local antimicrobial resistance
action plan: the Cornwall One Health Antimicrobial Resistance Group. Journal of
Antimicrobial Chemotherapy, 72(9), pp.2661-2665.
Vveinhardt, J. ed., 2018. Organizational Culture. BoD–Books on Demand.
Online
Practical guide to engaging with clinical commissioning groups, 2015; [PDF] Available online
through:
<http://www.compactvoice.org.uk/sites/default/files/engaging_with_clinical_commissionin
g_groups.pdf>
Understanding health care management, 2017; [PDF] Available through online:
<http://samples.jbpub.com/9780763759643/59643_CH02_5289.pdf>

APPENDICES