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Metropolis Health System (MHS) is a midsize taxing district hospital which is located in the town of Metropolis, which has a population of 50,000 (Baker & Baker, 2011). MHS offers comprehensive healthcare services and has taken significant steps to reduce hospital stays including offering a comprehensive array of services that are accessible, cost-effective, and responsive to the community’s needs (Baker & Baker, 2011).

These services include: a Rehabilitation and Wellness Center, Home Health Services, Same Day Surgery (SDS), Skilled Nursing Facility, Community Health and Wellness, Occupational Health Services, and Recovery Services. Each of these seven areas of service is “geared to provide the quality, convenience, affordability, and personal care that best suit the health needs of the people whom MHS serves” (Baker & Baker, 2011, pg. 281). The following organizational chart will focus on the Rehabilitation and Wellness area and the levels of management that would be needed in this area.

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The Rehabilitation and Wellness Services would provide patients with outpatient physical therapy and return-to-work services, plus cardiac and pulmonary rehabilitation services, to get people back to a their normal activities of daily living (Baker & Baker, 2011). Although, there are many individual that may be involved in running any area of an organization, the Rehabilitation and Wellness Services area would be the headed by the Senior Vice President, Human Affairs as it is an outpatient, community based health improvement program.

The Vice President of Patient Care Services would be the next level of leadership. The VP of Patient Care Services is responsible for providing leadership in developing hospital-wide patient care programs and collaborating with members of the Medical Staff to identify patient care needs and to ensure that systems and processes are designed to optimize patient safety and enhance patient, staff and physician satisfaction. The next level of management would include the Medical Director which would be in charge of each area of service (American Association of Cardiovascular and Pulmonary Rehabilitation, 2004).

These would include the attending physicians for pulmonary, cardiac, and physical/occupational therapy within the medical facility. Below the medical director would be the coordinator for each outpatient program and finally the staff that would be needed to run each area (e. g. cardiac technicians, respiratory therapists, dietary nurses, etc. ) (American Association of Cardiovascular and Pulmonary Rehabilitation, 2004). (See chart A below). I believe my design for the detailed organizational chart would indicate decentralized lines of authority.

This would be because authority would have to be delegated to others for the best decision making to occur. This delegation of power would create a strong working environment and would allow the departments, individually and as a whole, to thrive. Chart A: Senior Vice President, Human Affairs Vice President, Patient Care Services, Medical Director Cardiac Services, Medical Director Pulmonary Services, Medical Director Physical & Occupational Therapy Coordinator PT/OT Rehabilitation services, Coordinator Cardiac Rehabilitation services, Coordinator Pulmonary Rehabilitation services

Occupational Therapist Physical Therapist Cardiology Technician Speech Language Pathologist Dietician Oxygen Therapy Services Respiratory Therapist References Baker, J. J. & Baker, R. W. (2011). Health Care Finance, Basic Tools for Nonfinancial Managers(3rd ed. ). Sudbury, MA: Jones & Bartlett Publishers. ISBN: 9780763778941 American Association of Cardiovascular and Pulmonary Rehabilitation. (2004). Guidelines forCardiac Rehabilitation and Secondary Prevention Programs. (4th Edition) Champaign, Ill: Human Kinetics. ISBN:0736048642

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