1-2pg Assignment - Managing Multidisciplinary Professionals

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Question Description

Managing Multidisciplinary Professionals by Combining Assets and Activities

For this assignment, review the Combining Assets and Activities case study in Section 7.3 of your course text.  

Assignment 1 - case study.docx 

Then, thoroughly address the following points in your paper:

  • Describe the vertical and horizontal dimensions of this organization. Describe the authority/responsibility relationships that will present in this organization.

  • Should this practice become centralized, decentralized, mechanistic, or organic in its design? Defend your answer.

  • Explain the importance of differentiation, integration, and managing complexity, interdependence, and boundary spanning activities for this organization.

  • Draw an organization chart for this organization and explain why form of departmentalization you chose believe best fits the unit.

Your assignment must be one to two pages in length (excluding title and reference pages).  Utilize your course textbook and at least one additional scholarly source to support your conclusions and leadership considerations.  Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center. 

Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment. 

Unformatted Attachment Preview

CASE Combining Assets and Activities The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremely wealthy individuals, and a strong middle class. Three well-established physicians—an obstetrician, a gynecologist, and a urology specialist—decided that they should combine their practices into a unique new organization. They believed that numerous patients would be attracted to these separate, but interrelated, medical practices. The three physicians worked together to create a plan. They decided that each physician would have privileges, or authority to practice, in more than one organization. Beyond their individual practices, the doctors would perform surgeries and provide additional medical care in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routine examinations, to patients with medical problems that are not emergencies, to making rounds at the hospital to check up on patients, and to conducting other medical care. The new organization would be housed in a major medical building. A support staff, consisting of those who could help with patient scheduling, insurance claims, billing, and other office duties, would be combined with three full-time nursing assistants. The physicians chose one individual for the role of office manager to oversee all of the support activities. The obstetrician also employed a clinical nurse practitioner with responsibilities that would be more medically complex than those usually associated with nursing. The obstetrician found the practitioner's help particularly useful to her practice. The new organization intended to hire one more person to serve as a liaison to the hospitals that the physicians attended, with the goal of ensuring smooth coordination between the newly formed organization and the hospitals. The new person would be in charge of resolving any disputes or disagreements. This new organization, which had yet to determine its name, would be a partnership. The three physicians would share authority and the direction of the medical practice. Decisions about difficult issues, such as adding a new form of care or bringing in an additional partner, would be made by majority rule, or agreement by two of the three doctors. The three physicians agreed that they should eventually grow to the point at which each had a second specialist in his or her area, which would expand the organization to six doctors. They believed the benefit of such growth would be having a person to answer calls when another specialist was unavailable. It would also potentially increase the number of specific medical procedures the unit would be able to offer to the community. With these principles in mind, the physicians agreed it was time to design the organization. ...
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KateN
School: Rice University

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