Ospital Ng Maynila Medical Center Organizational Structure

7/25/2019 Ospital Ng Maynila Medical Center Organizational Structure

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Profile!

Established to provide residents of Manila a better standardof Care.

! 300 bed, non-profit tertiary, general and training hospital

located in Malate, Manila.

!Affiliated with Pamantasan ng Lungsod ng Maynlia

!As a hospital that is operated and maintained through taxespaid by Manila residents, Ospital ng Maynila will have, for its

primary concern, the admission and treatment of patients

who are bona-fide residents of the city.


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Mission and Objectives

!

Mission/Purpose

! The hospital will function as an acute, non-profit, general hospital whose primaryconcern is to provide free in-patient and out-patient medical care to all Manilaresidents, regardless of social status, race or creed.

!

Objectives1.Patient care: to provide city residents quality medical care at the lowest possible

cost to the city of Manila.

2. Education & training: to provide a program of graduate and undergraduatetraining in medical, nursing and paramedical disciplines.

3.Public health: to serve as the medical center of an integrated community healthprogram and,

4.

Research: to provide and maintain an atmosphere of scientific excellence inorder to stimulate and promote research activities.

As hospital operated and maintained through taxes paid by Manila residents, Ospital ngMaynila will have for its primary concern the admission and treatment of patients who arebona-fide residents of the city.


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HistoryThe enactment in June 22, 1957, or Republic Act 1939, otherwise known as the Hospital

Financing Act, spurred the City of Manila to establish its own hospital.

The law required Manila to contribute 1% of its annual income for the operation and

maintenance of national hospitals in the city.

Events leading to the establishment of the city hospital followed rapidly:

1. December 30, 1959- Then Councilor Eriberto A. Remigio sponsors, and the municipal board

enacts, Ordinance No. 4201 appropriating the amount of P1 million for the construction of the city

hospital.

2. January 1, 1960- In his inaugural address before the municipal board, the late Mayor Arsenio

H. Lacson endorsed the hospital project which he said would cost P6 million.

3. October 11, 1960- Mayor Lacson issues Executive Order No. 39 creating a city general hospital

advisory committee.

4. May 23, 1961- The municipal board, presided over by then Vice Mayor Antonio J. Villegas,

passes Ordinance No. 4363 appropriating in additional amount of P1.5 million, as requested byMayor Lacson.


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History5. April 11, 1962- Then President Diosdado P. Macapagal issues Presidential Proclamation No.

31 turning over to the City of Manila for hospital purposes the national government property at the

corner of Harrison and Roxas Boulevard.

6. April 15, 1962- Immediately upon assumption to office, Mayor Villegas pushes through the

construction of the city hospital in the consonance with his program of Libreng Pilipino which hold,

among other tings, that the right to medical care is part of the larger and more basic right of the

individual to life, liberty and the pursuit of happiness.

7. September 11, 1962- The cornerstone of the city hospital is laid under the auspices of Mayor

Antonio J. Villegas.

8. October 20, 1962- At the instance of Mayor Villegas, the municipal board passes Ordinance

No. 4636 naming the proposed city general hospital as the Arsenio H. Lacson Memorial Hospital.

9. December 18, 1963- Actual construction work on the hospital building begins.

December 5, 1968- Upon the insistent representations of Mayor Lacsons widow, the municipal

board passes Ordinanace No. 6807 renaming the hospital as the OSPITAL NG MAYNILA.


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Board ofTrustees

Chief ExecutiveOfficer or Hospital

Administrator

MedicalServices

Medicine Pediatrics

Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology

Out-patientdepartment

EmergencyMedicine

Anaesthesiology

Pathology Radiology

ResidencyTraining Program

Other services

Dental ServicePsychiatry

Service

Medical Social

Service

Medical Records

and Library

Haemodialysis

NursingServices

AdministrativeServices

InformationalServices

EngineeringServices

Dietary ServicesHospital

VolunteerService

Ospital ng Maynila

Medical Center:

Organizational Flowchart


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Board ofTrustees


Administrator

Medical Services

Medicine Paediatrics

Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology

ResidencyTrainingProgram

Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis

Nursing ServicesAdministrative

Services


EngineeringServices


VolunteerService

Board of Trustees

Formulates all the general policies regarding theoperation of the hospital and the appointment of

hospital staff and personnel as well as assists insecuring financial support for the hospital.


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Chief Executive Officer or Hospital

AdministratorAuthority figure within the hospital who is in charge

of hospital management and responsible for thesmooth functioning of hospital activities.

The actions of the CEO are guided by policies that

are formulated by the Board of Trustees.

Coordinates the different departments of the hospital

to achieve the hospital goals.


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Board ofTrustees


Administrator

MedicalServices


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Medical ServicesConsists of several clinical departments,residency training programs and other services


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Board ofTrustees


Administrator

MedicalServices


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Medical ServicesThere are 10 different clinical service departmentsunder the medical services depat


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Board ofTrustees


Administrator

MedicalServices


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Residency Training Programs:

Department of Family and Community Medicine

residency training program

General Surgery Residency Training Program

Also provides career assistance such as preparation for

the Philippine Board of Surgery examinations, private

practice in OMMC while preparing for certifying

examinations and placement through the Surgeon toSurgeonless Community Program


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Board ofTrustees


Administrator

MedicalServices


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Other ServicesOMMC also provides other services other thantheir main clinical services.


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis

NursingServices

AdministrativeServices


EngineeringServices


VolunteerService

Nursing Services - Responsible for :

Provision of an organized nursing care program

for patients

Provision of education and training to its staff

Establishment of a positive program of selection

and recruitment for nursing personnel

Programming nursing budgetary needs

Conducting periodic standardization program in

nursing

Conducting nursing research and studies


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Administrative ServicesAdministrative services include informational,engineering and dietary services as well as

hospital volunteer service.


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


Service

Medical Social

Service

Medical Records

and Library

Haemodialysis


Services


EngineeringServices


VolunteerService

Informational ServicesAdministrative services include informationalservices pertaining to hospital and patient

accounts such as admissions, billing and

collection, medical records, human resources,computer information systems and medical

records


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services


ServiceMedical Social

ServiceMedical Records

and LibraryHaemodialysis


Services


EngineeringServices


VolunteerService

Engineering ServicesThese services include support for hospital andmedical facilities.


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services






Services


EngineeringServices


VolunteerService

Dietary ServicesResponsible for providing nutritionally sound dietsfor patients


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Board ofTrustees


Administrator

Medical Services


Surgery

Obstetrics and

Gynaecology

Otorhinolaryngology


EmergencyMedicine

Anaesthesiology

Pathology Radiology


Other services






Services


EngineeringServices


VolunteerService

Hospital Volunteer ServicesProvides volunteers to assist the hospital inproject like promotion of community interest, fund-

raising and other activities.


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Type of Organizational Structure!

OMMC follows a TRADITIONAL FUNCTIONALSTRUCTURE. This means that the structure is based on

functional division and departments. They have precise

authority lines for all levels in the management. The people

assigned in the different departments work according to the

function they perform in the organization. For example, a

nurse functions as a nurse under the nursing department.

http://www.buzzle.com/articles/type-of-organizational-structures.html


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Principles of Organization

!The organizing process can be done efficiently if

the managers have certain guidelines so that

they can take decisions and can act. To organizein an effective manner, the following principles oforganization can be used by a manager.

1.

Principle of Specialization

2.

Principle of Functional Definition3.

Principle of Span of Control

www.managementstudyguide.com/organizing_principles.htm


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Principle of Specialization

!According to the principle, the whole work of a

concern should be divided amongst the

subordinates on the basis of qualifications,abilities and skills. It is through division of workspecialization can be achieved which results in

effective organization.

!

In any hospital organization, each employee has aspecific set of skills that are unique for their line of work.

Doctors take on specializations which allow them to be

clustered in particular departments.



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Principle of Functional Definition

!According to this principle, all the functions in a concern

should be completely and clearly defined to the managers

and subordinates.!

Each department have goals that are specific to their function. For

example, the nursing department of the hospital are responsible for the

following tasks:

Provision of an organized nursing care program for patients


Establishment of a positive program of selection and recruitment fornursing personnel


Conducting periodic standardization program in nursing




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Principle of Functional Definition

!According to this principle, all the functions in a concern

should be completely and clearly defined to the managers

and subordinates.!

Each department have goals that are specific to their function. For

example, the nursing department of the hospital are responsible for the

following tasks:

Provision of an organized nursing care program for patients


Establishment of a positive program of selection and recruitment fornursing personnel


Conducting periodic standardization program in nursing




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Principle of Span of Control /

Supervision

!According to this principle, span of control is a span of

supervision which depicts the number of employees that

can be handled and controlled effectively by a singlemanager. According to this principle, a manager should

be able to handle what number of employees under him

should be decided.

!For each department in OMMC, there are department headsor chiefs that supervise the other employees of the hospital.



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Principle of Span of Control /

Supervision

1. Division of work

2. Authority

3.

Discipline4. Unity of Command

5. Unity of direction

6. Subordination of

individual interest togeneral interest

7. Remuneration

8. Centralisation or

decentralisation

9.

Scalar chain (line ofAuthority)

10.Order

11.Equity

12.

Stability of tenure13.Initiative

14.Esprit de corps

http://www.12manage.com/methods_fayol_14_principles_of_management.html


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Division of Work

!

Specialization allows the individual to build up experience and tocontinuously improve his skills to be more productive.

! In a hospital setting each employee has special training that allows

him or her to have a specialization.



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Authority

!

The right to issue commands, along with which must go the balancedresponsibilities for its function.



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Discipline! Employees must obey, but this is two-sided: employees will

only obey orders if management play their part by providing

good leadership.



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Unity of Command! Each worker should have only one boss with no other

conflicting lines of command.

! Shown by the task specific organizational structure of the hospital



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Unity of Direction! People engaged in the same kind of activities must have the

same objectives in a single plan. This is essential to ensure

unity and coordination in the enterprise. Unity of command

does not exist without unity of direction but does not

necessarily flows from it.

! The hospital has its over all goals given by the board of trustees.

These goals are taken very seriously.



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Subordination of individual interests

! Management must see that the goals of the firms are always

paramount.

! In a hospital setting, nurses and doctors put their patient

before individual interests. The same goes for their

department heads and the chief executive officer.



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Remuneration! Payment is an important motivator although by analyzing a

number of possibilities, there is no such thing as a perfect

system.

! Union needs are addressed

!A specific department is dedicated for the payments and benefits

of each employee



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Centralization! This is a matter of degree depending on the condition of the

business and the quality of its personnel.



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Scalar Chain!A hierarchy is necessary for unity of direction. But lateral

communication is also fundamental, as long as superiors

know that such communication is taking place. Scalar chain

refers to the number of levels in the hierarchy from the

ultimate authority to the lowest level in the organization. It

should not be over-stretched and consist of too-many levels.

!

Basically 3 levels: top management(Board and CEO),supervisory (department heads) and worker



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Order! Both material order and social order are necessary. The

former minimizes lost time and useless handling of materials.

The latter is achieved through organization and selection.

! Hospital materials should always be on hand and there is a set of

people who are assigned to make sure of this.

! Social order is seen in the organizational structure



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Equity! In running a business a combination of kindliness and

justice is needed. Treating employees well is important to

achieve equity.



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Stability of Tenure of Personnel! Employees work better if job security and career progress

are assured to them. An insecure tenure and a high rate of

employee turnover will affect the organization adversely

! There are different training programs available for personnel.



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Initiative!Allowing all personnel to show their initiative in some way is a

source of strength for the organization. Even though it may

well involve a sacrifice of personal vanity on the part of

many managers.



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Esprit de Corps! Management must foster the morale of its employees.

Real talent is needed to coordinate effort, encourage keenness, use

each persons abilities, and reward each ones merit without arousing

possible jealousies and disturbing harmonious relations.

-Henri Fayol



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Thank you!

Other Sources:http://ospitalngmaynila.tripod.com/id4.html

http://omsurggovernance.tripod.com/profileom.htmhttp://en.wikipedia.org/wiki/Ospital_ng_Maynila_Medical_Center

Ospital Ng Maynila Medical Center Organizational Structure

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