Organizational Design Behavior

If the organisational mental synthesis is meant to reflect its situation, the Limora infirmary and the Community Health Centres (LCHC) complex body split do not do this. The current structure does not reflect the complexity, dynamics, or the environment. on that point appears to be little consideration given to parameters of design. Organizational design is utilise to maneuver a series of criterion that de calline the division of labor and coordination. The Limora hospital and the LCHC ca-ca helplessnesses in their design concerning the conclusion reservation system, the lateral connections between the superstructure, the format of the subunits and the individual job positions.These atomic number 18 integral array of the structure and go acrossm to be a weakness at two facilities. I would describe the structure of the LCHC as almost non-existent. Although the case study doesnt provide a lot of information about the actual parts of the for Limora Hospital or the LCHC, i t does appear to be slightlywhat better at the Hospital therefore at the LCHC. As an initial step, it would help to combine some(prenominal)(prenominal) aras of the two facilities and better utilize its technostructure, support rung and in operation(p) kernel.The strategic apex is weak with no consistent, committed lead or boldness. at that indue is wateriness about the Bishops agent of authority. He appears to suck up given his power away, yet some employees indicate otherwise. In fact, on that point doesnt appear to be any real way to apply managerial leading and direction. This diversity of confusion and conflict demoralizes the apex and the optic line entirely. A common vision, mission, and active interest in the future must be demonstrated by the Executives if they ar to flow d proclaim into the core of the organization.This is scatty and is sorely felt by Dr. Macdonald who croupnot pass down anything more than he is capable of, or more, than he is rece iving from his superiors. there is a small technostructure in high demand, a large support mental faculty, and an operating core that is clearly not easily managed. most(prenominal) evident is the lack of linkages between management and the operating core. Although not as evident argon the weak linkages between the core and the supporting lag. A limited horizontal decentralisation might work where the strategic apex sh ars some power with the technostruture that standardizes e precise singles work and some of these linkages. A well organized management team and employee links to them argon needful. A strong theoretical prefigure is made in The Classical School of organizational guess by Henry Fayol, a french industrialist.He, and other theorists like Urwick, Gulick, Mooney and Reiley, emphasized the universality of the management usage in all kinds of different organizations. Fayols surmise worked from the board of directors and chief executives down through the organiza tion. He stressed the importance of planning, organizing, organise and hand over gotling the administration of an organization from the top down. The weakness in Limora Hospital and the LCHC tolerate be found in the management of the Apex and he warmness line, and the operating core. No serious attention has been given to these areas so they whoremonger achieve the leadership and administrative control they need.The parts of the organization do not support the coordinating mechanisms required, and neglect to meet the needs of either easiness. They should reflect the configuration for a professional organization that relies on the trained professionals who birth a high aim of control over their work. It is safe to assume that the Doctors and nurses have all been trained and have standardized their professional skills before working(a) at the either facility. Coordination is achieved by the virtue of doctors and nurses having learned what to expect from one another.So they d o have this radical mechanism of coordination. What is absentminded, is the necessary organizational glue to hold it together. Perhaps the normalization of norms as another coordinating mechanism. The nurses dont seem to be able to co-ordinate their activities based on their common goal of caring for the sick and standardizing norms would be helpful. There has been an attempt at coordination by Dr. Macdonald, still the organization has been without strong consistent control for too long.Although there doesnt appear to be a middle line, Dr. Macdonald has been left to promote coordination and proper design on his own. His leadership attempt is valiant scarce he needs the help of hooked middle line managers. The lacking(p) parameters of design are Behaviour formalization, Training, and unit of measurement grouping.Behaviour formalization would provide work processes and job descriptions to wither confusion about what work bulk should be doing and how they should be doing it. On the surface, one may query whether a group of professionals need stringent rules and regulations.Although these professionals know the essence of their roles, and have a lot of control over what they do, they lack a framework within which to work and make decisions. Behaviour formalization could chalk out the framework within which they can take control and, identify the boundary where they need the assistance and cooperation of others. in any case very important, is to identify the conference linkages to others inside and outside this framework.This would eliminate much confusion, instill confidence into the operating core, and bring cooperation among managers and workers. It seems to me that when you are dealing with the life, death, and the wellness of others, the last thing you want is dissension and confusion among those who are caring for you. Aside from the professional skills applied by the doctors and nurses, the simplest procedures in administration of core workers could be a disastrous for the patient. As an example, how is a specific report completed, when is it completed, who are the critical receivers of the report, when must they receive it, and what must be included in it, all involve linkages and cooperation among professionals, staff and management. If these are broken in some way or done incorrectly, outside of the prescribed framework, they can impact a life.Chester Bernards book, The Functions of Executives, from the human dealings school of thought, emphasized the need for clarity and cooperation among managers and workers to further the interests of everyone. Bernard said that organizations by their very nature are cooperative systems and cannot survive otherwise. He listed three forces to achieve this cooperation executive leadership, subordinate acceptance of organizational goals, and the power of informal work groups. Clearly in a infirmary there is room for strict rules and processes outlined by the leaders, but because the re are to a fault large areas of independent decision making, you must have a cooperation and a balance of both.Training, another parameter of design, can teach the professionals what the standards, processes, and procedures are, and clearly define the level of performance for each. The Limora Hospital must had some training on the hospitals procedures but when the nurses came over to work at the LCHC, they complained that they were not oriented to these properly. Training at LCHC is lacking in this area. The essence of the work done by the professionals is no different in either the Limora Hospital or the LCHC. What is different is the purpose for each facility and the level of output.One is a hospital that cares for the people who are already ill, and the LCHC is a community weapons platform that focuses on preventative health to try to keep people from ending up in the hospital. The hospital doctors and nurses would likely be prescriptive in their care for very ill patients over a shorter period. The LCHC would overly prescribe but would likely be more descriptive in their care over womb-to-tomb periods of time in the community. Teaching these fundamentally different objectives to everyone, and what work is wrapped around them, would facilitate a clear direction for exactly what the jobs are in each facility.The Scientific Management theory advocates a imperious antenna to job design, performance, and training. Not necessarily all of the theory components are applicable the dogmatic approach to training does apply to a health organization. There is a systematic way of applying checkup tests to ensure there are no mistakes. Speed and power are critical. There may be a departure from this theory as it relates to division of work and task specialization, but the scientific survival of training remains useful to our health care situation. Adam Winslow Taylor and Henry Gantt emphasized the need for systematic training of workers. Taylor particularly advo cated that the role of management was to know their employees and to train them to do well. If this was done, it would produce maximum efficiency.Finally, both the LCHC and the hospital are dependent on the same resources. They both need analysts such as bill and personnel, they both use the same nurses and doctors in their operating core, and both need the use of land rovers in their work. Conflicts have surfaced because the organizational structure does not leverage these like needs well. For exampleClear and entire financial chronicle for both areasThey both need highly qualified doctors and nursesTheir primary and supporting staff need similar trainingThey are dependent on each other but the structure does not promote interdependencyThey both require processes and procedures to perform their jobs wellUnit grouping would be the design parameter most required to help facilitate the mutual needs of each unit. sort out these under the same supervision would encourage cooperation and help to promote a more efficient and cooperative working environment. Once the needs of each area are clear, you need to establish liaison positions, or roles that can coordinate the work of two units. These liaison positions are missing in the hospital and LCHC structure. lying-in forces are also missing.Task forces can plan meetings, bring the members of each unit together, and integrate mangers to coordinate what is important to the units. These initiatives would eliminate competition for the outflank nurses and doctors, and provide a fair an accurate financial accounting for both facilities. It is difficult to tell how much impact the support staff for either the Limora hospital, or the LCHC have on the operating core and the quality of care. Im sure the support staff could also be optimized by unit groupings.Unlike the scientific management theory that did not provide a theory of popular organizational design, the classical school of organizational theory did. Henry Fay ol, from this theory, suggested that all jobs should be regrouped on some common basis to achieve coordination or unity of direction. Henry Fayol also saw the importance of working from the board of directors down into the organization, different from the scientific management school of thought which worked from the bottom up. Both are useful for our purposes. This regrouping theory and focus on the top levels of the organization are very applicable to the Limora Hospital and the LCHC.There are also some situational factors such as age, size, technical systems, power, and environment that need consideration. dread the impact of situational factors can help identify the weaknesses in the structure and how to improve them. For example, the hospital and the LCHC are only if 10 years old and there are only 280 beds. This means they are relatively late and small and that their behaviours arent yet formalized. The fact is there is a lack of organizational maturity. As the organization ages and grows in size, the behaviours go forth become formalized and the more homogeneous.Because the environment in a hospital is complex and decisions cannot be made by one person, one might decentralize the structure and push the decision making down. However, with the problems at the Limora Hospital and the LCHC, it would be wise to centralize some of its structure temporarily. Taking this action in the right areas would eliminate the current hostile environment.As the organization matures, selective vertical and horizontal decentralization can be applied where the power over different decisions is spread over different parts of the organization more readily. Finally we have the operating core, the key part of the organization that is composed of professionals. Although the basic coordinating mechanism of standardization of skills exists, standardization of processes, and outputs are weak. These together with the lack of leadership, have politicized the organization and the pe ople are in conflict. Consequently, the structure of Limora Hospital and LCHC has become a professional bureaucracy, not uncommon in Hospitals. A view of Professionals is that they are attached to the organization, but still have extensive autonomy and freedom.This gives them the best of both worlds. From an organizational perspective, however, this environment is very difficult to control and appraise. The hospital and the LCHC need to discover then prescribe, when and how the attachment to the organization is essential, and when autonomy is necessary. As stated earlier, as the organization matures, professionals impart perfect their own skills and repeat what works for the overall success of their jobs. For right now, framework and guidance are required. Guidance, communication and leadership would maximize the professionals output, efficiency and morale.Another item that may be an let go for the hospital and the LCHC is professional incompetence in its core operations. Althoug h incompetence is not indicated in the case study, it may be an undiscovered issue because it is difficult to identify it in a professional organization that has lots of autonomy. Hence one measure of control is to ensure you hire competent professionals, and you continue to upgrade and train them. The standardization of skills and norms leave behind help, but does not address incompetence.In summary, the weakness in the organizational structure of the Limora Hospital and the LCHC are challenging, but fixable. It is important to step back and look at what parameters of control or freedom a health care organization requires. It seems a portion of a hospital operations needs a very stringent scientific approach to its organization, yet another portion demands that the professional skilled people to have the authority and power to assert their knowledge independently. Theoretically, I would apply Max Webers Bureaucracy theory as an approach. This structure would ensure that there are clear lines of power, orderly procedures and rules that would remove any randomness and arbitrariness from the hospital system. The interactions are based on standards Vs the individualised feelings of peers and managers. It would add fairness and equity of evaluation. It is a clear-sighted and formal- morphological response to organizational problems.The immaturity must be aided by making some structural changes. The superstructure appears to need the least amount of work. There is an existing Apex (which needs some focus), a middle line (which needs to grow), a small technostructure (which should be combined for both facilities to use), and an ill managed operating core. I hesitate to say too much about the support staff. Unfortunately, the case does not provide lavish information about this unit for comment.. I must assume there is a support staff functioning at the hospital since they could not possibly continue without the support of a support staff.Most of the organization al changes need to be done in the essential design parameters of the subunits. Standardization of skills has already been achieved and the rest would includeBehaviour formalization to help standardize work processes and proceduresTraining to teach the standards and procedures and achieve standardizationUnit groupings to group jobs under one supervision for maximum efficiency and cooperationThe structural changes will also facilitate more effective communications, enhance the might of the leaders to lead, and increase intrinsic and extrinsic motivation. The complexities of organizational structure and organizational behaviour are huge. Because of these complexities, generally one theory, one behavioural shape, or one method of structure does not always meet all the needs of the organization. There is no doubt, however, that directional principles and basic fundamental models work and would work for Limora Hospital and the LCHC.What are the effects on motivation, leadership and co mmunication because of the weaknesses identified in your answer to Question 1 at the Limora Communication Health Centre?The weakness in the organizational structure at LCHC hampers leadership, communication, and motivation. In reverse, the lack of leadership, communication and motivation have impacted the organizational structure. The definition of each of these explains the importance of their interrelationship to one another.Leadership is based on the ability to influence others to achieve organizational goals. Formal leaders hold a high rank in the hierarchy and informal leaders are recognized for outstanding skills and abilities. Managing is sometimes mistaken for leadership. The difference is that a manager brings order to the employees, and a leader makes useful changes in the organization.Communication is the process of two or more people exchanging information. The sender is the initiator of the message and the receiver is the one that the message is direct to. effective c ommunication is achieved when the message from the sender is received as it was intended.Motivation can be understood as a force within us that is triggered by various needs. This force then drives us to see an unsatisfied need. There are basically two different categories of motivation. One is intrinsic and the other extrinsic motivation. Intrinsic motivation comes from inside ourselves and extrinsic from outside ourselves.All three of these are lacking at the LCHC. more or less of them are highly impacted by the weaknesses in the organizational structure, and some are lacking in the individuals as skills. Motivation, leadership and communication are dependent on one another and cannot function very well in an organization on their own.Leadership generally deals with the complexities of humans and human behaviour. There are many approaches to leadership, each with theories and models. The Traits theories would look at leaders and explore their traits or characteristics. Behaviour al leadership theories centre around the behaviours demonstrated by effective leaders. Lastly, the contingency approach puts forward the notion that it depends on both behaviour and traits. Situations can effect what traits and behviours are most useful..The most suitable leadership approach for the LCHC would be the contingency approach since it offers ways to look at behaviour and traits. It also lends itself to approaches for leading tasks and people. There are task issues and relationship issues at LCHC that need leadership. Paul Hersey and Ken Blanchards situation leadership model offers different behaviours suited to either a task situation or a relationship situation.Some of the leadership weakness at LCHC areThe lines of authority for the division of labor between the apex and the middle line are not clear. This makes leadership difficult.The Bishop is not motivated to take on this leadership, or he does not have the leadership expertise to lead. It is the Bishop that should set forth the proper leadership characteristics, and develop the triggers that will motivate his organization. There seems to be no communication from him about the mission, strategy, or goals of either facility. If this is missing at the top, it cascades down throughout the organization very quickly. It is evident that the professionals in the operating core are confused, and dont have clear goals to follow. These goals would help pull all of them in the same direction.The middle line, where Dr. Macdonald is managing, needs qualified managers. When there are no qualified managers, and management systems are in chaos, leadership is compromised for the strongest of leaders.The above points in the structural weaknesses involve task and volatile relationships issues. The application of the Hersey Blanchard model of leadership will help both the task and relationship concerns. .Regarding communications, the LCHC does not adequately provide the network for unafraid communications among all its employees. Unit groupings are weak and management does not seem to have a lot of integrity in their communications. Its important to have a place that can determine what communications vehicle should be used to gain the highest impact for any given message. Rich communication demands face to face interaction, next is the telephone, and the poorest is via memoranda or letter. There are no liaison positions in place at the LCHC. These positions could determine communication vehicles, disseminate information and improve upward, downward and horizontal communications.A very large part of good communications is also about listening and knowing how to communicate. Communication involves giving and receiving feedback. These skills are generally part of a good training program. The LCHC does not have a good training program in place that could help them increase harmony, efficiency and mutual understanding. When good communications are in place, feedback is at an optimum, therefore , managers and employees could actively participate in formal and informal evaluations processes. If the managers and employees are involved in the evaluation process, they are most apt to be fair and equitable in their assessment of each other.The employees at LCHC are not motivated. The lack of motivation is a direct result of the lack of leadership and effective communications. It can also be linked to the organization of the subunits. Grouping different jobs under common supervision can pull them together to achieve similar goals thus triggering motivation..Employees also need, and are more likely operate by intrinsic motivators. These can come from reaching personal career goals, making enough currency to buy a new house, or simply feeling good when a patient gets well as a direct result of their care. Putting a Human Resources management in place could provide rewards programs in the form of money, recognition, and promotion. These are all triggers for employees to set thems elves goals to reach these rewards.Lockes goal setting theory says setting clear, challenging, realistic and acceptable goals raises performance. Goals invoke motivations since our thoughts and actions are directed by our goals. It is much easier for the LCHC employees to set their personal work related goals if they have been given short term departmental goals or milestones and long term organizational goals. Each department would work in a cooperative setting to reach these goals. When employees dont see or feel a sense of purpose, there is often conflict, competition, and behaviour is based on the maintenance of not knowing where they are headed. Consequently, this leads to low morale and demotivated employees.The LCHC should consistently communicate the rewards and results of effort and hard work. This will encourage employees to expect a reward for their work. Vrooms expectancy theory supports this idea. He says that if you put effort in, you will get a positive outcome. Indi viduals will look at a given situation in this way.increased effort will lead to good performance, good performance will lead to genuine outcomes, and then are the outcomes worthwhile. If they are, the effort will be put forth.In summary, leadership, communication, and motivation are a must for an organizations success. If the structure is aligned to support all three, there is increased productivity, high level of efficiency and high morale among the employees.