Okay guys, in this module we're going to be talking about division of work on how
we kind of specialize and compartmentalize different areas of the
healthcare sector that we might find ourselves working in. So everything that
we do, like we said a couple modules ago, everything we do, every task, every
activity you undertake is going to relate back to your mission, vision, and
values, and that's what we kind of need to keep at the forefront of every
decision we need to, or every decision we find ourselves making. So two ways we can
do this: job specialization or how we divide up the work, and then
departmentalization and how we kind of create different departments within our
organization. And these are ways really we're efficiently organizing an
organization to really achieve the process in the best and most efficient
manner possible. So when we talk about jobs specialization you know the classic
example that I can give you think about the assembly line and Henry Ford. So we
had workers whose each job was broken down into different specialties
along the assembly line and as a result you know we learned how to do one
specific job really really well, which unfortunately on the back end made it
easier to replace employees because now we just had to replace one specialty
versus one employee who does everything. They're a little bit more difficult to
replace. So kind of, you know, an example from history that we can pull off and
kind of build off of, in the late seventeen or eighteen hundreds believe It or
not nails were really expensive to make and making nails were a really big deal.
So people would even go as far as burning down their homes when they move
so that they could just collect the nails because they were so expensive. So
if we look at you know the difference that specialization made in innovation
in terms of, you know, our lives and kind of progresses where we're at now, without
specialization when we're looking at how to make a nail
we had one worker who was not specialized but did all the tasks
themselves and they can make about 20 nails a day. So we were getting, you know,
if you employed 20 workers, you're getting about 400 nails a day. So when we move to
specialization we kind of break this process down and have one person working
on one piece of the process, we automatically go to where we have 20
workers, you know, before we are having 20 workers make 400 nails a day, now we have
20 workers making a hundred thousand nails a day with, you know, about one
worker making about 5,000. So think back again too, you know, what is our
highest cost again is our labor, and our employees, and our staff so just kind of
an example to just show you the difference that specialization can make
in terms of a process. So when we think about departmentalization, what I want
you guys to do is just think about a patient entering the hospital or health
care facility and think about everything the patient goes through the, you know,
how we care for a patient along the continuum. We're gonna have a lot of
people working within that process so, you know, we have a patient that
needs billing, we have a patient that needs labs and then either room cleaned, or
maintenance done on their rooms, whether they've got a leaky faucet or they
have to change a light bulb, we have somebody, you know, they need food, they
need medicine, they need care. So if we break these different tasks up into
logical units or departments we have a billing department, we have
environmental services, we have food and nutrition, we have pharmacy for
medications and if you think about the university structure and we have
different apartments within the university right. So, you know, we have
our administration building, which houses, you know, our HR, financial-aid,
we have each college and each college has departments within that college. So
just a way to break things up into logical units. When we talk about achieving
departmentalization, we have a couple primary ways listed here on how we would
go about achieving departmentalization. You know, we can do it by function,
whether we're looking at nursing unit or lab, you know, if we look at by
the function that the individuals operate in we may look at it by the
process or even the territory. So you may have a VP of the north east territory of
you know this particulate market sector, we can look by customer. So
we have outpatient, inpatient that we focus primarily on ob/gyn services,
family birth, we can look at it by time - so how do we run our hospital in terms
of shifts, or we can even look at it by product line. And I'm sure, you know,
you may be able to come up with more than what I have listed here but these
are the primary ones that I want you guys to be familiar with.
Let's go back to this slide real quick. I'm not going to play it within this
recording but I want to encourage you guys to go out and watch this slide
on Cancer Center clinic out of Houston, Texas. A really great overview of
departmentalization. When we come to hybrid departmentalization you'll see
this done every now and then but I just want to
caution you when you think about doing this because it can, you know, go awry.
You know, you can have social workers reporting to nursing, which may make
sense because they do work hand in hand and you want to, you know, they need that
free exchange of information but it can create a little bit mistrust, especially
if it goes awry. It may make you come off as a little bit incompetent, you know, your
staff and their employees may think, you know, what is going on this person
doesn't know what they're doing so I want to encourage you to really think
about Hybrid Departmentalization before you go through and do that.
So I have listed an example here of how we would kind of go through identifying
these individual units or departments within a new organization that we're
starting up. And to just kind of demonstrate, you can't departmentalize
the same way in each situation. So here we have this 90 bed SNF start-up
unit. SNF is a skilled nursing facility. But when you open, you're not going to
have 90 people right off the bat to fill the beds. So your initial plan, you're
going to start with 25, moved to 60 by the end of the year and then move
it up to 90 following that. So you are, you know, by law you have to have an
administration so you have to have an administrator, you have to have a
director of nursing things like that but your social services administration at
the very beginning this may be covered by one or two people and then when you
start increasing your patient load hire more on. Same with nursing dietary. You're
not going to want to staff for 90 people right away. You're going to want to staff
for what your current, what level you're currently at.
Guys we're going to hit end here with circular organization chart. As always, if
you have any questions please let me know and we'll pick up next time. Thank
You.