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Hospital organisation
- 2. Organization is the anatomy and Management is the physiology of the process. Organization is the systemic bringing together of interdependent parts to form a unified whole through which authority, control and coordination may be exercised to achieve a given purpose. (Dimock) Management is the process of getting things done by utilizing the available resources to maximize the achievement of the objective.
- 3. ORGANOGRAM It is a diagrammatic representation of the administrative set up which easily shows the line of command, control and responsibility and communication. LINE OR VERTICAL CHART ORGANOGRAM HORIZONTAL SPREAD MATRIX OR MIXED TYPE Hospital has got a Matrix type of Organogram.
- 4. PECULARITY OF HOSPITAL AS AN ORGANIZATION NO UNITY IN LINE OF COMMAND DUAL AUTHORITY PRODUCT IS A SERVICE & CAN NOT BE QUANTIFIED PROVISION OF SERVICES VARIABLE & UN EVEN AS PER NEED SERVICE IS PERSONALIZED PROFESSIONAL & HIGHLY SKILLED CHALLENGES OF PATIENTS EXPECTATIONS, MODERN TECHNOLOGY, QUALITY CONTROL NEEDS IMMEDIATE RESPONSE, MATTER OF LIFE & DEATH NATURE OF DUTIES VARIES, DOCTORS, NURSES & OTHER TECH. STAFF PECULARITY OF HOSPITAL AS AN ORGANIZATION
- 5. HOSPITAL HOSPITAL TO SUM UP VARIABLE NEEDS DUAL AUTHORITY OF CONTROL LOW INTERDEPENDENCY DEMANDING PATIENTS EXTENSIVE CO-ORDINATION IN ADEQUATE RESOURCE CONCERN FOR QUALITY CONTROL LEGAL BINDINGS
- 6. MEDICAL SUPRINTENDENT ADDL.MED. SUPRINTENDENT ADMN. SERVICES CLINICAL SERVICES DD(A) N.S. Supportive services A.O. Acc.O. OS OS OS DNS ANS N SISTER STAFF NURSES CMO INCHARGE HOD HOU TECH. STAFF COMMITTEES •Ethical com. •Inf. Control •Medical audit •Med. Record •Pharmacy & therap. issue •Death review
- 7. ADMINISTRATIVE SET-UP MEDICAL SUPERINTENDENT ADDLMS(1) ADDLMS (2) ADDLMS (3) CMO (ACADEMICS) ADDLMS (4) STATE MATTERS HA-I/ HA-II (SR/ JR/ INTERNS) MED. BOARD CMO I/C DD(A) AO (1) AO (2) OS (HA-I) OS (TECH) HC (VIG) OS (GR-D) OS (NURSING) HC (RR) Nursing Services CPWD, BMW Laundry
- 8. ORGANIZATIONAL EFFECTIVENESS Effectiveness of an organization is a measure of its ability for goal attainment. ORGANIZATION EFFECTIVENESS CORE VARIABLES PRODUCTIVITY POWER ADAPTABILITY TO CHANGE FLEXIBILITY IN STRUCTURE & STRATEGY
- 9. FACTORS LEADERSHIP CENTRALIZATION CONFORMITY TO NORMS MOTIVATION COMMUNICATION AUTONOMY MOBILITY FACTORS INFLUENCING CORE VARIABLES
- 10. ORGANIZATION EFFECTIVENESS S. NO HUMAN RELATION ENDS 1. Discussion Participation Team Function Employee Development (Hospital Organization Development) High Morale Better Cohesion Good Commitment Better Human Resource 2. OPEN SYSTEM Management Goals Growth of Organization Resource Acquisition Adaptation Willingness Realness (Hospital feed back from patients & community) ENDS Creativity Towards Growth External Support
- 11. 3. INTERNAL PROCESS Information Management Two way communication Standardization Decision Making (Systematic transformation of hospital procedures) ENDS Timeliness Stability Efficiency 4. RATIONAL GOAL Goal Clarification Issue Directions Decision Making Planning Achievements Evaluate (To the extent hospital goal is attended though patient satisfaction feed back) ENDS External Position (Outside Image) Increase Productivity To ward goal achievement
- 12. ROLE OF HOSPITAL ADMINISTRATOR
- 13. ROLE OF HOSPITAL ADMINISTRATOR 1. Administration is a process by which Potentials of Man and Materials are synthesized and activated for achievement of defined goals of the organization. 2. Hospital has become a highly scientific and complex medical institution as against the age old concept of a poor house where people left their patients for hope of cure. 3. To keep space with the changing environment and demands of the people, the administrator has to strike a balance between internal management and community expectations maintaining positive relation with the staff and patients on one side and other health related community organization on the other side.
- 14. ADMINISTRATIVE SKILLS A modern hospital administrator has to acquire certain administrative skills to successfully manage a hospital. SKILLS LEADERSHIP SKILLS FINANCIAL MANAGEMENT & COST CONTAINMENT SKILLS NEGOTIATION SKILLS MANAGEMENT SKILLS MOTIVATION SKILLS INTER PERSONNEL COMMUNICATION SKILLS PLANNING & DECISION MAKING SKILLS CONFLICT MANAGEMENT SKILLS
- 15. ROLE OF HOSPITAL ADMINISTRATOR ROLE ROLE TOWARD PATIENT ROLE TOWARDS COMMUNITY ROLE TOWARDS ORGANIZATION
- 17. COMMUNITY ROLE COMMUNITY SUPPORTING COMMUNITY HEALTH NEEDS INTEGRATION WITH OTHER HEALTH CARE INSTITUTIONS (PVT. HOSP. PRACTITIONERS, PUBLIC HEALTH DEPTT.) SUPPORTING PRIMERY HEALTH CARE OUT REACH SERVICES COMMUNITY CARE (SURVILLENCE SYSTEM COMMUNITY EDUCATION)
- 18. ROLE TOWARDS THE ORGANIZATION ORGANIZATION PATIENT CARE SERVICES LEGAL & STATULORY RESPONSIBILITY PUBLIC RELATION MARKETING MANAGEMENT MANAGEMENT INFORMATION SYSTEM STAFF MANAGEMENT MAINTENANCE SERVICES LOGISTICS & SUPPLIES ETHICS & CODE OF CONDUCT HOSPITAL SAFETY QUALITY MANAGEMENT PLANNING & DECISION MAKING FINANCE & BUDGETTING DR.N.C.DAS
- 19. PATIENT CARE PATIENT ORGANIZATION STRUCTURE FUNCTIONAL DIVISIONS FORMATION OF POLICIES RULES AND REGULATIONS DEVELOPING PATIENT CARE SERVICES INVESTIGATION FACILITIES PATIENT SAFETY MEASURES PHYSICAL FACILITIES
- 20. PERSONAL MANAGEMENT STAFF MANPOWER PLANNING REWARDS & PROMOTION WAGES & SALARY DISCIPLINARY PROCEDURE SELECTION TRAINING PERFORMANCE APPRAISAL GRIEVANCE REDRESSAL RECRUITMENT
- 22. FINANCIAL MANAGEMENT FINANCE BUDGETTING PLAN NON- PLAN REVISED ESTIMATE DISTRIBUTION HEADS ACCOUNTING EXPENDITURE SURPLUS DEFICIT RECURRENT CAPITAL
- 23. MANAGEMENT INFORMATION SYSTEM HOSPITAL INFORMATION SYSTEM MEDICAL RECORDS CONTROL FUNCTIONS INVENTORY MANAGEMENT OPERATIONAL PLANNING & BUDGETTING PATIENT FEED BACK SYSTEM TWO WAY COMMUNICATION BILLING & PAYMENT
- 24. LEGAL AND STATUTORY RESPONSIBILITY LEGISLATIONS CONSTITUTIONAL ROLE M.L.CASES C.P.A NOTIFICATION OF (DISEASE BIRTH & DEATH) MTP ACT IPC MCI ACT BMW RTI TRANSPLANTATION ACT PNDT ACT
- 27. ETHICS AND CODE OF CONDUCT CODE OF CONDUCT FOR STAFF PERSONAL PROTECTION FOR RELATIVES VISITORS FOR RESEARCH ISSUES FOR PATIENTS DRUG TRIALS
- 28. QUALITY MANAGEMENT QUALITY MANAGEMENT QUALITY CONTROL QUALITY ASSURANCE CONTINUOUS QUALITY IMPROVEMENT TOTAL QUALITY MANAGEMENT
- 29. THANK YOU