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Introduction
The management of human resources in a health care facility is of critical importance. For that reason, it entails a big share of the operational cost of a hospital. The organization structure of the nurses affects the working conditions of the nurses and enables them to provide quality care. This paper will analyze the importance of the organizational structure and how it affects the normal operations of the rehabilitation center.
Nursing rehabilitation center organizational structure
Rehabilitation centers require many individuals so that the running of the facility is effective and reliable. An organizational structure will help to direct the individuals so that they know whom they are answerable to. Nursing homes are complex and have many partners and personnel in the working environment (Finkelman, 2006).
At the top of the organizational structure is the owner who has the full control of the facility. If the facility is under a company, then the owner of that company is sometimes listed as the director of the facility (Rowland & Rowland, 1997). After the directors, there are administrators who are responsible for the daily running of the facility. The two directors are the director of nursing and the director of rehabilitation services. The nursing director takes care of the nurses and the nursing services in the facility. The rehabilitation services are taken care and managed by the rehabilitation director.
Other directors
Other directors are found in the same level as medical directors; they include directors of the nursing homes and non-medical services directors. These include heads of various sections, kitchen and catering and departments of the recreation. The staff who are tasked with aiding and assisting the nurses come below departmental heads but are placed above the nursing home staff (Yoder-Wise, 2007).
Importance of nursing rehabilitation matrix
The organization matrix in a nursing rehabilitation center cannot be overemphasized. It affects the accountability and the work that is done at the rehabilitation center. With a functional matrix, the staff are able to execute their work in the required capacities. Research shows that by having specific job categories, it is possible to increase the efficiency and the operations of the work that are done. The work will be defined and each nurse will have a clear description of the activities in which they are supposed to undertake. Organizational matrix is very important as they aid in making decisions.
The organizational matrix in the nursing rehabilitation center also affects communication. Nurses and administrators are able to communicate effectively and efficiently in the work environment. With a working organizational matrix, operations are affected as the daily routine is effectively managed. The job satisfaction has also been attributed to a working and well-defined organizational structure. Research has shown that there is a relationship between organizational structure and job satisfaction (Biter, 2006).
The matrix structure is able to function efficiently in a rehabilitation center. Matrix structures are effective in the working environment of the current healthcare industry. The matrix structure allows timely response to the forces that are seen in the external environment.
Organizational structure helps to manage change. We are going to discuss the organizational structure as or first need to change. The things required at changing structures include job redesign or job enrichment and role analyses. Job redesign entails re-assessing any work implemented regardless of the type of work and the skills required to work on the job. This includes allocating tasks, improving on jobs and including enlargement of the jobs. The second thing that it entails role analysis that its main purpose is to focus on what is required by its staff rather than imposing so much work on their current jobs and devising any job descriptions that are new and tasks.
Bibliography
Biter Joseph, Nursing profession. (New York: Cengage Learning, 2006), 543.
Finkelman William, Leadership and management in nursing (New York: Pearson Prentice Hall, 2006), 662.
Rowland Hobet and Rowland Bethwel, Nursing administration handbook (Chicago: Jones & Bartlett Learning, 1997), 326-329.
Yoder-Wise Paul, Leading and managing in nursing (New Jersey: Elsevier Health Sciences, 2007), 621.
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