WEEKLY HOMEWORK ASSESSMENT 5
Ahealthcare is organized through directorates and/or departments likeany other organizations (Apker, 2011). The organizational chartbelow shows the structure of a healthcare organization. Thestructure based on directorates with a leadership hierarchy thatranks from the director to the supervisor. The supervisor isanswerable to the manager.
Chief Executive Officer
Nursing Services Director
Human Resources Manager
Medical Services manager
Support Services manager
Nursing Services Manager
Fromthe chart above, it is clear that communication a new idea has to gothrough the leadership structure of the organization. Consideringthat official communication in directorates and departments in theabove healthcare organization is likely to follow the levels of theauthority in the structure, the most important people to constitutethe team to communicate the new idea are: the CEO, The HumanResources director, the medical services director, the supportservices director, and the nursing services director. The choice ofthese influential and powerful members of the team is motivated bythe fact that they command formality and are esteemed throughout theorganization. Employees in all departments understand that anycommunication from these five members is critical to the continuityand performance of the healthcare organization.
Ahealthcare organization operate more as a system where ideas affectalmost all the core processes rather than isolated strategies thataim to improve a single process (Leape, Rogers, Hanna, Griswold,Federico, Fenn, &Clarridge, 2006). For example, a new idea aboutautomating registration of patients and linking them up to afollow-up nurse affects all the departments. Nonetheless, such anidea will affect the nursing services directorate more than otherdepartments even though the director of human resources will beheavily involved. The Director of medical services, on the otherhand, will also participate in making the new idea part of theorganization’s main policy on its core function, which is toprovide medical services to patients. The director of supportservices will, therefore, find ways of ensuring that the new idearesonates with employees in their department especially on thepossible change of routine.
Eachof these members has a very important role to play in terms oflegitimizing the new idea. Choosing them as the lead communicatorsis strategic. The positions they hold in the organization and therespective roles they play is pivotal in setting the ground runningfor the adoption of the new idea.
TheChief Executive officer: The CEO may not communicate the new ideadirectly to supervisors and other junior employees. They simplyinvite the directors for official communication about it. The factthat this has to take a formal meeting to happen adds more weight andcredibility to the idea. The directors are also likely to give thenew the seriousness and formality they have always given othercommunications from the CEO.
Themedical services director: Employees in the entire directorate ofmedical services looks up to the director as the lead executive(Douglas & Judge, 2001). Thus, communication from the directoratehas a trickle-down effect from the manager through supervisors toemployees.
Thesupport services director: Employees in the entire directorate ofsupport services looks up to the director as the lead executive.Thus, communication from the directorate has a trickle-down effectfrom the manager through supervisors to employees. The Human servicesdirector: The human resources department affects all employees in thedepartment especially on issues about hiring, retention,remuneration, and change of job description. Thus, involving the HRDin the communication process adheres to the required hierarchicalcommunication. The nurses’ services director: Employees in theentire directorate of nursing services look up to the director as thelead executive. Thus, communication from the directorate has atrickle-down effect from the manager through supervisors toemployees.
Apker,J. (2011). Communicationin health organizations.Polity. Available at
Douglas,T. J., & Judge, W. Q. (2001). Total quality managementimplementation and competitive advantage: the role of structuralcontrol and exploration. Academyof Management Journal,44(1), 158-169. Available at
Leape,L. L., Rogers, G., Hanna, D., Griswold, P., Federico, F., Fenn, C.A., .&Clarridge, B. R. (2006). Developing and implementing newsafe practices: voluntary adoption through statewide collaboratives.Qualityand Safety in Health Care,15(4), 289-295. Available at