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. 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.
Combining Assets and Activities
The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremelywealthy 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 beattracted 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 medicalcare in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routineexaminations, 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 patientscheduling, insurance claims, billing, and other office duties, would be combined with three full-time nursing assistants. The physicianschose 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 thoseusually 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 goalof ensuring smooth coordination between the newly formed organization and the hospitals. The new person would be in charge ofresolving any disputes or disagreements.
This new organization, which had yet to determine its name, would be a partnership. The three physicians would share authority andthe direction of the medical practice. Decisions about difficult issues, such as adding a new form of care or bringing in an additionalpartner, would be made by majority rule, or agreement by two of the three doctors. The three physicians agreed that they shouldeventually grow to the point at which each had a second specialist in his or her area, which would expand the organization to sixdoctors. They believed the benefit of such growth would be having a person to answer calls when another specialist was unavailable. Itwould also potentially increase the number of specific medical procedures the unit would be able to offer to the community.