Organizational Behavior Essay, Research Paper

If the organisational construction is meant to reflect it & # 8217 ; s state of affairs, the Limora Hospital and the Community Health Centre & # 8217 ; s ( LCHC ) constructions do non make this. The current construction does non reflect the complexness, kineticss, or the environment. There appears to be small consideration given to parametric quantities of design. Organizational design is used to steer a series of standard that determine the division of labour and coordination. The Limora Hospital and the LCHC have failings in their design refering the determination devising system, the sidelong connexions between the superstructure, the format of the fractional monetary units and the single occupation places. These are built-in parts of the construction and look to be a failing at both installations. I would depict the construction of the LCHC as about non-existent. Although the instance survey doesn & # 8217 ; t provide a batch of information about the existent parts of the for Limora Hospital or the LCHC, it does look to be slightly better at the Hospital so at the LCHC. As an initial measure, it would assist to unite some countries of the two installations and better use its technostructure, support staff and operating nucleus.

The strategic vertex is weak with no consistent, committed leading or disposal. There is confusion about the Bishop & # 8217 ; s power of authorization. He appears to hold given his power off, yet some employees indicate otherwise. In fact, there doesn & # 8217 ; t look to be any existent direction to use managerial leading and way. This sort of confusion and struggle demoralizes the vertex and the in-between line wholly. A common vision, mission, and active involvement in the hereafter must be demonstrated by the Executives if they are to flux down into the nucleus of the organisation. This is missing and is sorely felt by Dr. Macdonald who can non go through down anything more than he is capable of, or more, than he is having from his higher-ups. There is a little technostructure in high demand, a big support staff, and an operating nucleus that is clearly non good managed. Most apparent is the deficiency of linkages between direction and the operating nucleus. Although non as evident are the weak linkages between the nucleus and the encouraging staff. A limited horizontal decentalisation might work where the strategic vertex portions some power with the technostruture that standardizes everyone & # 8217 ; s work and some of these linkages. A good organized direction squad and employee links to them are necessary. A strong theoretical point is made in The Classical School of organisational theory by Henry Fayol, a Gallic industrialist. He, and other theoreticians like Urwick, Gulick, Mooney and Reiley, emphasized the catholicity of the direction map in all sorts of different organisations. Fayol & # 8217 ; s theory worked from the board of managers and main executives down through the organisation. He stressed the importance of planning, forming, organizing and commanding the disposal of an organisation from the top down. The failing in Limora Hospital and the LCHC can be found in the direction of the Apex and he middle line, and the operating nucleus. No serious attending has been given to these countries so they can accomplish the leading and administrative control they need.

The parts of the organisation do non back up the organizing mechanisms required, and disregard to run into the demands of either installation. They should reflect the constellation for a professional organisation that relies on the trained professionals who have a high degree of control over their work. It is safe to presume that the Doctors and nurses have all been trained and have standardized their professional accomplishments before working at the either installation. Coordination is achieved by the virtuousness of physicians and nurses holding learned what to anticipate from one another. So they do hold this basic mechanism of coordination. What is missing, is the necessary organisational gum to keep it together. Possibly the standardisation of norms as another coordinating mechanism. The nurses don & # 8217 ; t seem to be able to organize their activities based on their common end of caring for the ill and standardizing norms would be helpful. There has been an effort at coordination by Dr. Macdonald, but the organisation has been without strong consistent control for excessively long.

Although there doesn & # 8217 ; t look to be a in-between line, Dr. Macdonald has been left to advance coordination and proper design on his ain. His leading effort is valorous but he needs the aid of qualified in-between line directors. The losing parametric quantities of design are Behaviour formalisation, Training, and Unit grouping.

Behaviour formalisation would supply work procedures and occupation descriptions to cut down confusion about what work people should be making and how they should be making it. On the surface, one may oppugn whether a group of professionals need rigorous regulations and regulations.Although these professionals know the kernel of their functions, and have a batch of control over what they do, they lack a model within which to work and do determinations. Behaviour formalisation could sketch the model within which they can take control and, place the boundary where they need the aid and cooperation of others. Besides really of import, is to place the communicating linkages to others inside and outside this model. This would extinguish much confusion, transfuse assurance into the operating nucleus, and convey cooperation among directors and workers. It seems to me that when you are covering with the life, decease, and the wellness of others, the last thing you want is discord and confusion among those who are caring for you. Aside from the professional accomplishments applied by the physicians and nurses, the simplest processs in disposal of nucleus workers could be a black for the patient. As an illustration, how is a specific study completed, when is it completed, who are the critical receiving systems of the study, when must they have it, and what must be included in it, all involve linkages and cooperation among professionals, staff and direction. If these are broken in some manner or done falsely, outside of the prescribed model, they can impact a life.

Chester Bernard & # 8217 ; s book, The Functions of Executives, from the human dealingss school of idea, emphasized the demand for lucidity and cooperation among directors and workers to foster the involvements of everyone. Bernard said that organisations by their very nature are concerted systems and can non last otherwise. He listed three forces to accomplish this cooperation ; executive leading, low-level credence of organisational ends, and the power of informal work groups. Clearly in a infirmary there is room for rigorous regulations and procedures outlined by the leaders, but because there are besides big countries of independent determination devising, you must hold a cooperation and a balance of both.

Training, another parametric quantity of design, can learn the professionals what the criterions, procedures, and processs are, and clearly define the degree of public presentation for each. The Limora Hospital must had some preparation on the infirmaries processs but when the nurses came over to work at the LCHC, they complained that they were non oriented to these decently. Training at LCHC is missing in this country. The kernel of the work done by the professionals is no different in either the Limora Hospital or the LCHC. What is different is the intent for each installation and the degree of end product. One is a infirmary that cares for the people who are already sick, and the LCHC is a community plan that focuses on preventive wellness to seek to maintain people from stoping up in the infirmary. The infirmary physicians and nurses would probably be normative in their attention for really sick patients over a shorter period. The LCHC would besides order but would probably be more descriptive in their attention over longer periods of clip in the community. Teaching these basically different aims to everyone, and what work is wrapped around them, would ease a clear way for precisely what the occupations are in each installation.

The Scientific Management theory advocates a systematic attack to occupation design, public presentation, and preparation. Not needfully all of the theory constituents are applicable the systematic attack to preparation does use to a wellness organisation. There is a systematic manner of using medical trials to guarantee there are no errors. Speed and efficiency are critical. There may be a going from this theory as it relates to division of work and undertaking specialisation, but the scientific choice of preparation remains utile to our wellness attention state of affairs. Adam Winslow Taylor and Henry Gantt emphasized the demand for systematic preparation of workers. Taylor peculiarly advocated that the function of direction was to cognize their employees and to develop them to make good. If this was done, it would bring forth maximal efficiency.

Finally, both the LCHC and the infirmary are dependent on the same resources. They both need analysts such as accounting and forces, they both use the same nurses and physicians in their operating nucleus, and both need the usage of land wanderers in their work. Conflicts have surfaced because the organisational construction does non leverage these like demands good. For illustration:

Clear and accurate fiscal accounting for both countries

They both need extremely qualified physicians and nurses

Their primary and back uping staff need similar preparation

They are dependent on each other but the construction does non advance mutuality

They both require procedures and processs to execute their occupations good

Unit of measurement grouping would be the design parametric quantity most required to assist ease the common demands of each unit. Grouping these under the same supervising would promote cooperation and aid to advance a more efficient and concerted working environment. Once the demands of each country are clear, you need to set up affair places, or functions that can organize the work of two units. These liaison places are losing in the infirmary and LCHC construction. Undertaking forces are besides losing. Undertaking forces can be after meetings, conveying the members of each unit together, and integrate troughs to organize what is of import to the units. These enterprises would extinguish competition for the best nurses and physicians, and supply a just an accurate fiscal accounting for both installations. It is hard to state how much impact the support staff for either the Limora infirmary, or the LCHC have on the operating nucleus and the quality of attention. I & # 8217 ; m sure the support staff could besides be optimized by unit groupings.

Unlike the scientific direction theory that did non supply a theory of general organisational design, the classical school of organisational theory did. Henry Fayol, from this theory, suggested that all occupations should be regrouped on some common footing to accomplish coordination or integrity of way. Henry Fayol besides saw the importance of working from the board of managers down into the organisation, different from the scientific direction school of idea which worked from the underside up. Both are utile for our intents. This reorganizing theory and concentrate on the top degrees of the organisation are really applicable to the Limora Hospital and the LCHC.

There are besides some situational factors such as age, size, proficient systems, power, and environment that need consideration. Understanding the impact of situational factors can assist place the failings in the construction and how to better them. For illustration, the infirmary and the LCHC are merely 10 old ages old and there are merely 280 beds. This means they are comparatively immature and little and that their behaviors aren & # 8217 ; t yet formalized. The fact is there is a deficiency of organisational adulthood. As the organisation ages and grows in size, the behavior will go formalistic and the more homogenous. Because the environment in a infirmary is complex and determinations can non be made by one individual, one might deconcentrate the construction and force the determination doing down. However, with the jobs at the Limora Hospital and the LCHC, it would be wise to centralise some of its construction temporarily. Taking this action in

the right countries would extinguish the current hostile environment. As the organisation matures, selective vertical and horizontal decentalisation can be applied where the power over different determinations is spread over different parts of the organisation more readily. Finally we have the operating nucleus, the cardinal portion of the organisation that is composed of professionals. Although the basic coordinating mechanism of standardisation of accomplishments exists, standardisation of procedures, and end products are weak. These together with the deficiency of leading, have politicized the organisation and the people are in struggle. Consequently, the construction of Limora Hospital and LCHC has become a professional bureaucratism, non uncommon in Hospitals. A position of Professionals is that they are attached to the organisation, but still have extended liberty and freedom. This gives them the best of both universes. From an organisational position, nevertheless, this environment is really hard to command and step. The infirmary and the LCHC demand to detect so prescribe, when and how the fond regard to the organisation is indispensable, and when liberty is necessary. As stated before, as the organisation matures, professionals will hone their ain accomplishments and reiterate what works for the overall success of their occupations. For right now, model and counsel are required. Guidance, communicating and leading would maximise the professional’s end product, efficiency and morale.

Another point that may be an issue for the infirmary and the LCHC is professional incompetency in its nucleus operations. Although incompetency is non indicated in the instance survey, it may be an undiscovered issue because it is hard to place it in a professional organisation that has tonss of liberty. Hence one step of control is to guarantee you engage competent professionals, and you continue to upgrade and develop them. The standardisation of accomplishments and norms will assist, but does non address incompetency.

In drumhead, the failing in the organisational construction of the Limora Hospital and the LCHC are disputing, but fixable. It is of import to step back and expression at what parametric quantities of control or freedom a wellness attention organisation requires. It seems a part of a hospital operations needs a really rigorous scientific attack to its organisation, yet another part demands that the professional skilled people to hold the authorization and power to asseverate their cognition independently. Theoretically, I would use Max Weber & # 8217 ; s Bureaucracy theory as an attack. This construction would guarantee that there are clear lines of power, orderly processs and regulations that would take any entropy and capriciousness from the infirmary system. The interactions are based on criterions Vs the personal feelings of equals and directors. It would add fairness and equity of rating. It is a rational and formal-structural response to organisational jobs.

The immatureness must be aided by doing some structural alterations. The superstructure appears to necessitate the least sum of work. There is an bing Apex ( which needs some focal point ) , a in-between line ( which needs to turn ) , a little technostructure ( which should be combined for both installations to utilize ) , and an ailment managed operating nucleus. I hesitate to state excessively much about the support staff. Unfortunately, the instance does non supply adequate information about this unit for comment.. I must presume there is a support staff operation at the infirmary since they could non perchance go on without the support of a support staff.

Most of the organisational alterations need to be done in the indispensable design parametric quantities of the fractional monetary units. Standardization of accomplishments has already been achieved and the staying would include:

Behaviour formalisation to assist standardise work procedures and processs

Training to learn the criterions and processs and achieve standardisation

Unit of measurement groupings to group occupations under one supervising for maximal efficiency and cooperation

The structural alterations will besides ease more effectual communications, heighten the ability of the leaders to take, and increase intrinsic and extrinsic motive. The complexnesss of organisational construction and organisational behavior are immense. Because of these complexnesss, by and large one theory, one behavioral theoretical account, or one method of construction does non ever run into all the demands of the organisation. There is no uncertainty, nevertheless, that steering rules and basic cardinal theoretical accounts work and would work for Limora Hospital and the LCHC.

2. What are the effects on motive, leading and communicating because of the failings identified in your reply to Question # 1 at the Limora Communication Health Centre?

The failing in the organisational construction at LCHC shackles leading, communicating, and motive. In contrary, the deficiency of leading, communicating and motive have impacted the organisational construction. The definition of each of these explains the importance of their interrelatedness to one another.

Leadership is based on the ability to act upon others to accomplish organisational ends. Formal leaders hold a high rank in the hierarchy and informal leaders are recognized for outstanding accomplishments and abilities. Managing is sometimes mistaken for leading. The difference is that a director brings order to the employees, and a leader makes utile alterations in the organisation.

Communication is the procedure of two or more people interchanging information. The transmitter is the instigator of the message and the receiving system is the 1 that the message is direct to. Effective communicating is achieved when the message from the transmitter is received as it was intended.

Motivation can be understood as a force within us that is triggered by assorted demands. This force so drives us to fulfill an unsated demand. There are fundamentally two different classs of motive. One is intrinsic and the other extrinsic motive. Intrinsic motive comes from inside ourselves and extrinsic from outside ourselves.

All three of these are missing at the LCHC. Some of them are extremely impacted by the failings in the organisational construction, and some are missing in the persons & # 8217 ; as accomplishments. Motivation, leading and communicating are dependent on one another and can non work really good in an organisation on their ain.

Leadership by and large deals with the complexnesss of worlds and human behavior. There are many attacks to leading, each with theories and theoretical accounts. The Traits theories would look at leaders and research their traits or features. Behavioral leading theories centre around the behaviors demonstrated by effectual leaders. Last, the eventuality attack puts frontward the impression that & # 8220 ; it depends & # 8221 ; on both behavior and traits. Situations can consequence what traits and behviours are most useful..

The most suited leading attack for the LCHC would be the eventuality attack since it offers ways to look at behavior and traits. It besides lends itself to near for taking undertakings and people. There are task issues and relationship issues at LCHC that need leading. Paul Hersey and Ken Blanchard & # 8217 ; s state of affairs leading theoretical account offers different behaviours suited to either a undertaking state of affairs or a relationship state of affairs.

Some of the leading failing at LCHC are:

The lines of authorization for the division of labour between the vertex and the in-between line are non clear. This makes leading hard.

The Bishop is non motivated to take on this leading, or he does non hold the leading expertness to take. It is the Bishop that should put forth the proper leading features, and develop the triggers that will actuate his organisation. There seems to be no communicating from him about the mission, scheme, or ends of either installation. If this is losing at the top, it cascades down throughout the organisation really rapidly. It is apparent that the professionals in the operating nucleus are confused, and wear & # 8217 ; Ts have clear ends to follow. These ends would assist draw all of them in the same way.

The in-between line, where Dr. Macdonald is pull offing, demands qualified directors. When there are no qualified directors, and direction systems are in pandemonium, leading is compromised for the strongest of leaders.

The above points in the structural failings involve undertaking and volatile relationships issues. The application of the Hersey / Blanchard theoretical account of leading will assist both the undertaking and relationship concerns. .

Sing communications, the LCHC does non adequately supply the web for good communications among all its employees. Unit groupings are weak and direction does non look to hold a batch of unity in their communications. Its of import to hold a topographic point that can find what communications vehicle should be used to derive the highest impact for any given message. Rich communicating demands face to confront interaction, following is the telephone, and the poorest is via memo or missive. There are no liaison places in topographic point at the LCHC. These places could find communicating vehicles, disseminate information and better upward, downward and horizontal communications.

A really big portion of good communications is besides about listening and cognizing how to pass on. Communication involves giving and having feedback. These accomplishments are by and large portion of a good preparation plan. The LCHC does non hold a good preparation plan in topographic point that could assist them increase harmoniousness, efficiency and common apprehension. When good communications are in topographic point, feedback is at an optimum, hence, directors and employees could actively take part in formal and informal ratings procedures. If the directors and employees are involved in the rating procedure, they are most disposed to be just and just in their appraisal of each other.

The employees at LCHC are non motivated. The deficiency of motive is a direct consequence of the deficiency of leading and effectual communications. It can besides be linked to the organisation of the fractional monetary units. Grouping different occupations under common supervising can draw them together to accomplish similar ends therefore triping motivation..

Employees besides need, and are more likely driven by intrinsic incentives. These can come from making personal calling ends, doing adequate money to purchase a new house, or merely experiencing good when a patient gets good as a direct consequence of their attention. Puting a Human Resources direction in topographic point could supply wagess plans in the signifier of money, acknowledgment, and publicity. These are all triggers for employees to put themselves ends to make these wagess.

Locke & # 8217 ; s end puting theory says puting clear, disputing, realistic and acceptable ends raises public presentation. Goals invoke motives since our ideas and actions are directed by our ends. It is much easier for the LCHC employees to put their personal work related ends if they have been given short term departmental ends or mileposts and long term organisational ends. Each section would work in a concerted scene to make these ends. When employees don & # 8217 ; t see or experience a sense of intent, there is frequently conflict, competition, and behavior is based on the fright of non cognizing where they are headed. Consequently, this leads to moo morale and demotivated employees.

The LCHC should systematically pass on the wagess and consequences of attempt and difficult work. This will promote employees to anticipate a wages for their work. Vroom & # 8217 ; s anticipation theory supports this thought. He says that if you put attempt in, you will acquire a positive result. Persons will look at a given state of affairs in this manner & # 8230 ; .increased attempt will take to good public presentation, good public presentation will take to certain results, and so & # 8230 ; are the results worthwhile. If they are, the attempt will be put away.

In drumhead, leading, communicating, and motive are a must for an organisation & # 8217 ; s success. If the construction is aligned to back up all three, there is increased productiveness, high degree of efficiency and high morale among the employees.