26 Managing in hospitals
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Anne M. Nicotera
Abstract
This chapter examines the hybridity of hospitals’ organizational meaning structures and the resulting hybridity of hospital managers, who sit at the interplay between organization and communication. Hybrid practices polarize hospital managers between clinical management and general management priorities. This chapter focuses on management communication implications of hospitals’ unique and enduring paradoxical characteristics: conflicting missions, interaction of multiple professions, multiple external stakeholders, and an ambiguous and complex external environment. These characteristics are illustrated with excerpts from hospital employee interviews and discussions. Hospitals’ essential structure is based in communication in these domains. Illustrations reveal that the organizational uniqueness of hospitals lies in the communicational implications of their social structures. Finally, a conceptual framework for hospital management communication is offered that provides tools for examining paradox through hybridity to prevent impasse and provide agency, conceptualizing hospital-unique characteristics as intersecting communication paradox domains.
Abstract
This chapter examines the hybridity of hospitals’ organizational meaning structures and the resulting hybridity of hospital managers, who sit at the interplay between organization and communication. Hybrid practices polarize hospital managers between clinical management and general management priorities. This chapter focuses on management communication implications of hospitals’ unique and enduring paradoxical characteristics: conflicting missions, interaction of multiple professions, multiple external stakeholders, and an ambiguous and complex external environment. These characteristics are illustrated with excerpts from hospital employee interviews and discussions. Hospitals’ essential structure is based in communication in these domains. Illustrations reveal that the organizational uniqueness of hospitals lies in the communicational implications of their social structures. Finally, a conceptual framework for hospital management communication is offered that provides tools for examining paradox through hybridity to prevent impasse and provide agency, conceptualizing hospital-unique characteristics as intersecting communication paradox domains.
Chapters in this book
- Frontmatter I
- Preface to the Handbooks of Applied Linguistics Series V
- Contents VII
- Introducing 1
-
Part I: Practices of management communication
- 1 Speaking 27
- 2 Writing 47
- 3 Deciding 69
- 4 Creating by communicating 87
- 5 Networking 105
- 6 Controlling and resisting 123
- 7 Tweeting 143
- 8 Documenting 161
- 9 Posting 177
-
II. Forms of management communication
- 10 Strategizing 195
- 11 Leading 213
- 12 Planning and designing 231
- 13 Routinizing 247
- 14 Branding 263
- 15 Managing communication 279
- 16 Mentoring 295
- 17 Counseling 313
- 18 Developing organizations 335
- 19 Accounting 355
-
Part III: Contexts of management communication
- 20 Managing communication in multilingual workplaces 373
- 21 Exploring and analyzing linguistic environments 389
- 22 Managing high reliability organizations 409
- 23 Building communities 427
- 24 Managing CSR Communication 443
- 25 Rating social and environmental performances 459
- 26 Managing in hospitals 477
- 27 Crowdsourcing 493
- 28 Managing and being managed by emotions 511
- 29 Changing through communication 529
- About the contributors 549
- Index 559
Chapters in this book
- Frontmatter I
- Preface to the Handbooks of Applied Linguistics Series V
- Contents VII
- Introducing 1
-
Part I: Practices of management communication
- 1 Speaking 27
- 2 Writing 47
- 3 Deciding 69
- 4 Creating by communicating 87
- 5 Networking 105
- 6 Controlling and resisting 123
- 7 Tweeting 143
- 8 Documenting 161
- 9 Posting 177
-
II. Forms of management communication
- 10 Strategizing 195
- 11 Leading 213
- 12 Planning and designing 231
- 13 Routinizing 247
- 14 Branding 263
- 15 Managing communication 279
- 16 Mentoring 295
- 17 Counseling 313
- 18 Developing organizations 335
- 19 Accounting 355
-
Part III: Contexts of management communication
- 20 Managing communication in multilingual workplaces 373
- 21 Exploring and analyzing linguistic environments 389
- 22 Managing high reliability organizations 409
- 23 Building communities 427
- 24 Managing CSR Communication 443
- 25 Rating social and environmental performances 459
- 26 Managing in hospitals 477
- 27 Crowdsourcing 493
- 28 Managing and being managed by emotions 511
- 29 Changing through communication 529
- About the contributors 549
- Index 559
