Ospital NG Maynila Medical Center Organizational Structure

Ospital ng Maynila
Medical Center
Group 2
Date:
Profile
! Established to provide residents of Manila a better standard
of 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 taxes
paid 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.
Mission and Objectives

! Mission/Purpose
! The hospital will function as an acute, non-profit, general hospital whose primary
concern is to provide free in-patient and out-patient medical care to all Manila
residents, regardless of social status, race or creed.
! Objectives
1.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 undergraduate
training in medical, nursing and paramedical disciplines.
3.Public health: to serve as the medical center of an integrated community health
program and,
4.Research: to provide and maintain an atmosphere of scientific excellence in
order to stimulate and promote research activities.
As hospital operated and maintained through taxes paid 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.
History
The 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 by
Mayor Lacson.
History
5.
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.
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical
Services
Nursing
Services
Medicine
Pediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Administrative
Services
Informational
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Ospital ng Maynila
Medical Center:
Organizational Flowchart
Residency
Training Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Board of Trustees
Formulates all the general policies regarding the
operation of the hospital and the appointment of
hospital staff and personnel as well as assists in
securing financial support for the hospital.
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Chief Executive Officer or Hospital

Administrator
Authority figure within the hospital who is in charge
of hospital management and responsible for the
smooth 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.
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical
Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Medical Services
Consists of several clinical departments,
residency training programs and other services
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical
Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Medical Services
There are 10 different clinical service departments
under the medical services depat
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical
Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
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 to
Surgeonless Community Program
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical
Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Other Services
OMMC also provides other services other than
their main clinical services.
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing
Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Administrative
Services
Informational
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
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
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Hospital
Volunteer
Service
Dietary Services
Administrative Services
Administrative services include informational,
engineering and dietary services as well as
hospital volunteer service.
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Informational Services
Administrative services include informational
services pertaining to hospital and patient
accounts such as admissions, billing and
collection, medical records, human resources,
computer information systems and medical
records
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Engineering Services
These services include support for hospital and
medical facilities.
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Dietary Services
Responsible for providing nutritionally sound diets
for patients
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Board of
Trustees
Chief Executive
Officer or Hospital
Administrator
Medical Services
Nursing Services
Medicine
Paediatrics
Surgery
Obstetrics and
Gynaecology
Otorhinolaryngol
ogy
Out-patient
department
Emergency
Medicine
Anaesthesiology
Pathology
Radiology
Informational
Services
Administrative
Services
Engineering
Services
Dietary Services
Hospital
Volunteer
Service
Hospital Volunteer Services

Provides volunteers to assist the hospital in
project like promotion of community interest, fundraising and other activities.
Residency
Training
Program
Other services
Dental Service
Psychiatry
Service
Medical Social
Service
Medical Records
and Library
Haemodialysis
Type of Organizational Structure

! OMMC follows a TRADITIONAL FUNCTIONAL
STRUCTURE. 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
Types of Organization
! Static Organizations: Fixed practices, fixed size. Like static equations, these
organizations have no variables -- time doesn't change them significantly. They persist
until some new organization occupies their niche.
! Dynamic Organizations: Fixed practices, variable size. Like dynamic equations,
these organizations vary in size over time, even though their underlying practices don't
change much. They go through a single life cycle, each growing rapidly as it occupies
its niche, then declining as its competitors implement better practices that steal away
its clients.
! Adaptive Organizations: Variable practices, variable size. Like complex adaptive
systems, these organizations vary their practices, seeking the constant improvement
that launches life cycle after life cycle, creating new products, services, and processes
that hold on to clients generation after generation.
They will soon motivate employees to climb adaptation curves by using ISOPs to fairly
share the wealth that each innovation creates. ISOPs ensure that the innovator, the
predecessors, and each shareholder in the corporation benefits.
They will displace dynamic and static organizations in economic competition, so that
within a generation, most people will have learned to expect continual improvement in
their life experience. The fact that their ancestors once worked at the same job in the
same way for an entire lifetime will seem almost as incredible as the fact that people
used to stay at jobs they didn't thoroughly enjoy.
http://www.gdrc.org/ngo/org-type.html
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 organize
in an effective manner, the following principles of
organization can be used by a manager.
1. Principle of Specialization
2. Principle of Functional Definition
3. Principle of Span of Control
www.managementstudyguide.com/organizing_principles.htm
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 work
specialization can be achieved which results in
effective organization.
!In any hospital organization, each employee has a
specific set of skills that are unique for their line of work.
Doctors take on specializations which allow them to be
clustered in particular departments.
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 for
nursing personnel
Conducting periodic standardization program in nursing
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 for
nursing personnel
Conducting periodic standardization program in nursing
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 single
manager. 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 heads
or chiefs that supervise the other employees of the hospital.
Principle of Span of Control /

Supervision
1.
2.
3.
4.
5.
6.
Division of work
Authority
Discipline
Unity of Command
Unity of direction
Subordination of
individual interest to
general interest
7. Remuneration
8. Centralisation or
decentralisation
9. Scalar chain (line of
Authority)
10.Order
11.Equity
12.Stability of tenure
13.Initiative
14.Esprit de corps
http://www.12manage.com/methods_fayol_14_principles_of_management.html
Division of Work
! Specialization allows the individual to build up experience and to
continuously 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.
Authority
! The right to issue commands, along with which must go the balanced
responsibilities for its function.
Discipline
! Employees must obey, but this is two-sided: employees will
only obey orders if management play their part by providing
good leadership.
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
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.
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.
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
Centralization
! This is a matter of degree depending on the condition of the
business and the quality of its personnel.
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
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
Equity
! In running a business a combination of kindliness and
justice is needed. Treating employees well is important to
achieve equity.
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.
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.
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
Thank you!
Other Sources:
http://ospitalngmaynila.tripod.com/id4.html
http://omsurggovernance.tripod.com/profileom.htm
http://en.wikipedia.org/wiki/Ospital_ng_Maynila_Medical_Center

Ospital NG Maynila Medical Center Organizational Structure

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Ospital NG Maynila Medical Center Organizational Structure

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Ospital ng Maynila

Mission and Objectives

Chief Executive Officer or Hospital

Residency Training Programs:

Nursing Services - Responsible for :

Hospital Volunteer Services

Type of Organizational Structure

Principle of Functional Definition

Principle of Functional Definition

Principle of Span of Control /

Principle of Span of Control /

Subordination of individual interests

Stability of Tenure of Personnel

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