Organizing Function of Management

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