Organizing Function Of Management
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Abstract
The word “Chiropractic” is derived from the Greek word chiropraktikos, meaning “effective treatment by hand”. Chiropractic is a branch of the healing arts. It is also a drugless and non-surgical mode of care. As Thomas Edison once said, “The doctor of the future will give no medicine, but will interest his patients in the care of the human frame, in diet, and in the cause and prevention of disease”. Over the years chiropractors began more and more focusing on the spine. It is now based upon the belief that good health depends on the functioning of the nervous system.
Throughout recorded history, people of various cultures have relied on what Western medical practitioners today call alternative medicine. The term alternative medicine covers a broad range of healing philosophies, approaches, and therapies. It generally describes those treatments and health care practices that are outside mainstream Western health care. People use these treatments and therapies in a variety of ways. Alternative therapies used alone are often referred to as alternative; when used in combination with other alternative therapies, or in addition to conventional therapies they are referred to as complementary. Some therapies are far outside the realm of accepted Western medical theory and practice, but some, like chiropractic treatments, are now established in mainstream medicine.
This paper will discuss the organizational resources, technology and knowledge and how they relate to the organizing function if management with in Back to Health Chiropractic
Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Decisions made about the structure of an organization are generally referred to as “organizational design” decisions.
Organizing also involves the design of individual jobs within the organization. Decisions must be made about the duties and responsibilities of individual jobs as well as the manner in which the duties should be carried out. Decisions made about the nature of jobs within the organization are generally called “job design” decisions.
Organizing at the level of the organization involves deciding how best to departmentalize, or cluster jobs into departments to effectively coordinate effort. There are many different ways to departmentalize, including organizing by function, product, geography, or customer. Many larger organizations utilize multiple methods of departmentalization. Organizing at the level of job involves how best to design individual jobs to most effectively use human resources.
Traditionally, job design was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become. However, experience has shown that it is possible for jobs to become too narrow and specialized. When this happens, negative outcomes result, including decreased job satisfaction and organizational commitment and increased absenteeism and turnover.
Recently many organizations have attempted to strike a balance between the need for worker specialization and the need for workers to have jobs that entail variety and autonomy. Many jobs are now designed based on such principles as job enrichment and teamwork.
Technology and Chiropractic
When many people think about a chiropractic visit, they have trouble getting past images of twisting vertebrae and the treatments sounds — “crack” and “pop.”
The first chiropractic adjustment was performed in Davenport, Iowa in the year 1895 by a man named Daniel David Palmer. D.D. Palmer was a frontier renaissance man. During his lifetime, Palmer would be a school teacher, a farmer — developing a new variety of raspberry, which he called “Sweet Home” — a grocer and eventually practicing as a “Magnetic Healer”* in Davenport for a number of years prior to founding chiropractic.
Contrary to what its name suggests, magnetic healing had nothing to do with magnets. Rather it was a cross between massage and meridian therapies–which is based upon the concepts of acupuncture and Chinese medicine. Magnetic healing rose up as an alternative to main stream medicine at the end of the civil war.
Since 1895 chiropractors use special tools to examine a patient. Some of these tools are very complicated and others are simple. These instruments can be used for evaluating range of motion, temperature, muscle balance, nerves or posture of your body, neck, arms or legs.
Many of these tools are used by chiropractors and seldom by medical doctors. Some of these instruments are common to both chiropractic and medicine. It is very common for chiropractors to find problems that medical doctors do not in patients with non-emergency types of disorders. The tools and methods the chiropractor uses often reflect a different approach to health care that uncovers the problem when other methods fail. These instruments can also help the patient to visualize the results of the test. This type of patient involvement and education is again different than the often impersonal or uncommunicative manner the medical profession takes to nerve, muscle or skeletal problems. Over the past 100 years the technology of chiropractic has changed significantly.
Before beginning Chiropractic care, Back to Health Chiropractic uses a state-of-the-art, computer-based Electromyogram (EMG) scanner to gain a unique insight into the inner workings of your spine and nervous system. Employing the same technology that GPs and specialists use to measure heart and brain activity, the EMG used by Back to Health Chiropractic measures the amount of stress on your spine and nervous system, and reveals what this stress is doing to your body. EMG scanning is a completely safe and non-invasive scientific method of measuring and recording nerve activity and muscle function associated with spinal cord tension. Its use for initial analysis – and as an ongoing measure of progress – is highly accurate and objective. Chiropractors did not have this technology 100 years ago.
The future of chiropractic is extremely bright because of our ability to get results. Through communication between patients and DCs, the percentage of the population that receives chiropractic care will increase. I also believe, now more than ever, the general public is interested in increasing their ideal