Organizational Design Behavior

If the schemeal social agreement is meant to reflect its status, the Limora infirmary and the Comm unity Health Centres (LCHC) social systems do non do this. The current organise does not reflect the interwovenity, dynamics, or the surround. There advances to be little comity attached to parameters of design. Organizational design is used to maneuver a series of criterion that determine the division of labor and coordination. The Limora infirmary and the LCHC realize low-calnesses in their design concerning the decision making system, the lateral connections between the super organise, the format of the subunits and the soul job positions.These atomic number 18 integral split of the mental synthesis and seem to be a weakness at both facilities. I would describe the structure of the LCHC as al advantageously-nigh non-existent. Although the case study doesnt provide a isthmus of information about(predicate) the actual parts of the for Limora hospital or the L CHC, it does appear to be mostwhat disclose at the Hospital hence at the LCHC. As an initial step, it would service to combine roughly battlegrounds of the two facilities and better utilize its technostructure, second supply and operational core.The strategic solar extremum is weak with no consistent, committed leading or administration. There is confusion about the Bishops author of authority. He appears to mystify given his power a port, yet nigh employees indicate otherwise. In fact, in that respect doesnt appear to be any sincere instruction to apply managerial leaders and speakion. This kind of confusion and contest demoralizes the apex and the affectionateness line entirely. A common vision, mission, and active bear on in the future must be demo by the Executives if they argon to flow down into the core of the system of rules.This is lacking and is sorely felt by Dr. Macdonald who cannot pass down any occasion to a greater extent than he is cap subjec t of, or more, than he is receiving from his superiors. There is a sm totally technostructure in high demand, a long support staff, and an operating core that is set downly not easy managed. nigh evident is the lack of linkages between route and the operating core. Although not as evident argon the weak linkages between the core and the supporting staff. A limited horizontal decentralization might pull in where the strategic apex sh bes some power with the technostruture that standardizes every onenesss work and some of these linkages. A advantageously organize prudence team and employee links to them atomic number 18 necessary. A strong supposititious point is made in The Classical School of organisational guess by henry Fayol, a French industrialist.He, and other theorists like Urwick, Gulick, Mooney and Reiley, emphasise the universality of the management function in all kinds of different presidential terms. Fayols supposition worked from the board of directors and chief executives down through the arranging. He stressed the splendour of planning, organizing, coordinating and dominationling the administration of an governance from the top down. The weakness in Limora Hospital and the LCHC can be found in the management of the tiptop and he middle line, and the operating core. No serious attention has been given to these beas so they can achieve the leading and administrative regard they need.The parts of the organization do not support the coordinating mechanisms infallible, and neglect to join forces the needs of either facility. They should reflect the configuration for a captain organization that relies on the trained professionals who urinate a high take of control everyplace their work. It is safe to assume that the Doctors and nurses drive all been trained and have standardized their professional skills before working at the either facility. Coordination is achieved by the virtue of doctors and nurses having learned what to expect from one another.So they do have this basic mechanism of coordination. What is lacking, is the necessary organizational glue to hold it in concert. mayhap the normalization of norms as another coordinating mechanism. The nurses dont seem to be able to get up their activities based on their common goal of caring for the maladjusted and standardizing norms would be supportful. There has been an attempt at coordination by Dr. Macdonald, hardly 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 but he needs the help of qualified middle line managers. The missing parameters of design be doings formalization, Training, and Unit grouping. doings formalization would provide work processes and job descriptions to drop confusion about what work tribe should be doing and how they shoul d be doing it. On the surface, one may question whether a group of professionals need squiffy 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 outline the framework within which they can take control and, trace the boundary where they need the assistance and cooperation of others. Also very important, is to detect the communication linkages to others inside and outside this framework.This would eliminate untold confusion, in even so agency into the operating core, and establish cooperation among managers and workers. It seems to me that when you are dealing with the life, death, and the health 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 co re 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 include linkages and cooperation among professionals, staff and management. If these are broken in some instruction or done incorrectly, outside of the prescribed framework, they can impact a life.Chester Bernards book, The Functions of Executives, from the human relations school of thought, emphasized the need for clarity and cooperation among managers and workers to but the interests of everyone. Bernard said that organizations by their very nature are cooperative systems and cannot blend in otherwise. He listed three forces to achieve this cooperation executive leadership, subordinate acceptance of organizational goals, and the power of informal work groups. strikely in a hospital there is room for strict rules and processes outlined by the leaders, but because there are in any case large areas of independent decision making, you must have a cooperation and a balance of both.Training, another parameter of design, can give lessons the professionals what the standards, processes, and procedures are, and clearly define the level of performance for each. The Limora Hospital must had some tuition 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. superstar is a hospital that cares for the batch who are already ill, and the LCHC is a fellowship program that focalizees on preventative health to try to keep people from ending up in the hospital. The hospital doctors and nurses would believably be prescriptiv e in their care for very ill patients over a short-changeer period. The LCHC would in like manner prescribe but would likely be more descriptive in their care over longer periods of time in the community. Teaching these organicly 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 counselling conjecture advocates a systematic approach to job design, performance, and reproduction. Not needs all of the guess components are applicable the systematic approach to training does apply to a health organization. There is a systematic way of applying medical tests to cover there are no mistakes. Speed and strength are critical. There may be a departure from this theory as it relates to division of work and labor movement specialization, but the scientific pickax of training remains utilitarian to our health care situation. Adam Winslow Taylor and Henry Gantt emphasi zed the need for systematic training of workers. Taylor particularly advocated 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 force.Finally, both the LCHC and the hospital are dependent on the same resources. They both need analysts such as accounting 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 accurate financial accounting for both areasThey both need super 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. grouping these at a lower place 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. Task forces are also missing.Task forces can plan assureings, bring the members of each unit together, and integrate mangers to coordinate what is important to the units. These initiatives would eliminate tilt for the best nurses and doctors, and provide a median(a) 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 tincture 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 general organizational design, the classical school of organizational theory did. Henry Fayol, from this theory, suggested that all jobs should be regrouped on some common soil to achieve coordination or unity of direction. Henry Fayol also saw the sizeableness 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, skillful systems, power, and environment that need consideration. Understanding the impact of situational factors can help reveal the weaknesses in the structure and how to improve them. For example, the hospital and the LCHC are only 10 years old and there are only 280 beds. This means they are relatively young and lesser and that their behaviours arent ye t formalized. The fact is there is a lack of organizational maturity. As the organization ages and grows in size, the behaviours give sustain formalized and the more homogeneous.Because the environment in a hospital is complex and decisions cannot be made by one person, one might change 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 people are in conflict. Consequently, the structure of Limora Hospital and LCHC has become a professional bureaucracy, not strange 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 measure. The hospital and the LCHC need to discover then prescribe, when and how the attachment to the organization is ingrained, and when autonomy is necessary. As stated earlier, as the organization matures, professionals pull up stakes perfect their own skills and repeat what works for the overall mastery 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 issue f or the hospital and the LCHC is professional incompetence in its core operations. Although 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 conjure and train them. The standardization of skills and norms result help, but does not join onress 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 specify of a hospital operations needs a very plastered scientific approach to its organization, yet another portion demands that the professional arch(prenominal) 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 sulphur and unpredictability from the hospital system. The interactions are based on standards Vs the ad hominem feelings of peers and managers. It would add fairness and equity of evaluation. It is a rational 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 enough 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 organizational changes need to be done in the essential design parameters of the subunits. Standardization of skills has already been achieved and the remaining 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 exit also facilitate more effective communication theory, erect the ability of the leaders to lead, and cast up intrinsic and extraneous motivation. The complexities of organizational structure and organizational behaviour are huge. Because of these complexities, mainly one theory, one behavioral model, or one method of structure does not al shipway meet all the needs of the organization. There is no doubt, however, that guiding principles and basic fundamental models work and would work for Limora Hospital and the LCHC.What are the effects on motivation, leadership and communication 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 wedged the organizational structure. The definition of each of these explains the importance of their interrelationship to one another. leading is based on the ability to influence others to achieve organizational goals. noble leaders hold a high rank in the power structure 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 communication is achieved when the message from the sender is received as it was intended.indigence can be understood as a force within us that is triggered by various needs. This force then drives us to fulfill an unsatisfied need. There are basically two different categories of motivation. atomic number 53 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. around 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 theo ries and models. The Traits theories would look at leaders and explore their traits or characteristics. Behavioural 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 incite 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 mesh topology for good 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 memo 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, effi ciency 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 voluminous 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 driven by intrinsic motivators. These can come from reaching personal career goals, making enough money to buy a radical house, or simply feeling good when a patient gets well as a direct result of their care. Putting a compassionate Resources management in place could provi de rewards programs in the form of money, recognition, and promotion. These are all triggers for employees to set themselves goals to reach these rewards.Lockes goal oscilloscope 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. from each one department would work in a cooperative setting to reach these goals. When employees dont see or feel a sense of purpose, there is oft conflict, competition, and behaviour is based on the fear 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 the ir work. Vrooms expectancy theory supports this idea. He says that if you put effort in, you will get a positive outcome. Individuals will look at a given situation in this way.increased effort will lead to good performance, good performance will lead to certain 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.