ORGANISATION

STRUCTURE
IGA ABRAHAM 2019/A/KNS/1626/F

AGABA ADAM 2018/KNS/0725/F

 INTRODUCTION
• Nurses can work in a wide variety of settings.
• From rural migrant health clinics to organ transplant units, nurses’ skills
are needed wherever there are concerns about people’s health.
• Relationships with patients may extend for months or years, as they do
in school health or in nursing homes.
• Or they may be brief and never repeated, as often happens in doctors’
offices, operating rooms, and emergency departments.
 TYPES OF HEALTH-CARE
ORGANIZATIONS
• Basing on their sponsorship and financing:
1. Private not-for-profit.
• Eg Nsambya Hospital, Mutorele Hospital, Mengo Hospital etc.

2. Publicly sponsored
• Eg Mulago national referral Hospital, Kabale regional referral Hospital,
Kyanamira HC III, etc.

3. Private for-profit.
• Eg International Hospital Kampala, Aghakan international hospital, Case
Clinic, Mwesigye clinic, etc.
 WHY DIFFERENCE IN THESE
ORGANISATIONS HAVE BECOME BRULLED.
• All compete for patients, especially for patients with health-care
insurance or the ability to pay their own health-care bills.
• All experience the effects of cost constraints.
• All may provide services that are eligible for government
reimbursement, particularly Medicaid and Medicare funding, if they
meet government standards.
 ORGANIZATIONAL
CHARACTERISTICS
• Organizational Culture
• People seek stability, consistency, and meaning in their work.
• To achieve this, some type of culture will develop within an organization
(Schein, 2004).
• An organizational culture is an enduring set of shared values, beliefs, and
assumptions (Cameron
• & Quinn, 2006).
• It is taught (often indirectly or unconsciously) to new employees as the “right
way” or “our way” to assess patient needs, provide care, and relate to fellow
caregivers.
 ORGANISATION CULTURE
• LEVELS OF OC (Edgar Schein, 2004)
• 1. Artifact level: visible characteristics such as patient room layout,
patient record forms, etc.
• 2. Espoused beliefs: stated, often written, goals; philosophy of the
organization
• 3. Underlying assumptions: unconscious but powerful beliefs and
feelings, such as a commitment to cure every patient, no matter the
cost
 ORGANIZATIONAL CULTURES
• Culture of Safety.
Willingness to acknowledge mistakes
Vigilance in detecting and eliminating errorprone situations.
Openness to questioning existing systems and to changing them to prevent errors (Armstrong &
Laschinger, 2006; Vogus & Sutcliffe, 2007).
• Care Environments
Excellence: always striving to be better, refusing to accept mediocrity
Meaningfulness: being very clear about the purpose of the organization (for example, serving
the poor, healing the environment, protecting abused women)
Regard: understanding the work people do and valuing it
Learning and growth: providing mentors, guidance, opportunities to grow and develop