title: Social work in restructuring hospitals: program management five years later.
abstract: Hospital restructuring in North America has involved re-engineering, downsizing, reorganizing, and remodeling of traditional hierarchical functional organizations into multisite programmatic conglomerates. The implications for professional disciplines have been dramatic in that departments such as social work have been dismantled and social work practice has come under the domain of program managers representing multiple disciplines. In this study 12 hospitals in Ontario, Canada, that were studied in the early stages of restructuring in 1995 expanded to 22 sites by 1999. The effect of the mergers and moves to program management on the social work profession was examined. The key findings are that social work line positions were not lost, but accountability and recruitment were no longer in the hands of the discipline. These findings suggest that it is more critical now than ever for social workers to champion their contributions to health.
authors.affiliation: Allied Health, Vancouver Coastal Health Authority, 855 West 12th Avenue, Vancouver, British Columbia V5Z 1M9. jgloberm@vanhosp.bc.ca
authors.forename: Judith
authors.initials: J
authors.lastname: Globerman
authors.forename: Jane
authors.initials: J
authors.lastname: White
authors.forename: Glenda
authors.initials: G
authors.lastname: McDonald
mesh_terms: D006302:Health Services Research; D006754:Hospital Restructuring / Q000458:organization & administration*; D006801:Humans; D015274:Interdepartmental Relations; D009864:Ontario; D020415:Personnel Downsizing; D011361:Professional Competence; D012941:Social Responsibility; D012947:Social Work / Q000458:organization & administration / Q000639:trends; D012948:Social Work Department, Hospital / Q000458:organization & administration*