Baptiste S
School of Occupational Therapy and Physiotherapy, McMaster University.
Can J Occup Ther. 1993 Oct;60(4):206-13. doi: 10.1177/000841749306000407.
Two occupational therapy departments were amalgamated into a corporate whole and charged with the development of a workable, corporate structure. The departmental model which was developed served to enhance the concepts of quality of working life, employee autonomy, management team and quality circle theory. This paper provides a background from business and organizational literature, and outlines the development of the departmental model, in concert with the adoption of the client-centred model of occupational performance as a department basis for practice. This development was taking place concurrently with larger, institutional changes into a decentralized clinical programme management model. Discussion highlights the level of staff satisfaction with the changes, areas of concern during the development of the system and plans for the future growth. During this period of massive and critical change in the delivery of health care services, there has been a trend in restructuring health care institutions towards decentralized models. This paper will describe the experience of one occupational therapy department in developing an innovative departmental structure involving participatory management amalgamation. It is believed that the experience of the past occupational therapy work units with one viable option for a renewed management model. Staff skill sets can be maximized and optimal potential realized while faced with inevitable resource shrinkage and service reorganization.
两个职业治疗部门合并为一个整体，并负责制定一个可行的整体架构。所制定的部门模式有助于强化工作生活质量、员工自主性、管理团队及质量圈理论等概念。本文提供了商业和组织文献的背景，并概述了部门模式的发展，同时采用以客户为中心的职业表现模式作为部门实践基础。这一发展与向分散式临床项目管理模式的更大规模机构变革同时进行。讨论突出了员工对这些变革的满意度、系统开发过程中令人关注的领域以及未来增长计划。在医疗服务提供发生大规模关键变革的时期，医疗机构重组呈现出向分散模式发展的趋势。本文将描述一个职业治疗部门在开发涉及参与式管理合并的创新部门结构方面的经验。人们认为，过去职业治疗工作单位的经验为更新管理模式提供了一个可行选项。面对不可避免的资源缩减和服务重组，员工技能可以得到最大化利用，最佳潜力得以实现。
