Healthcare Environment Management Coursework Assignment (Coursework Sample)

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Happy Places
Task One: Organizational Structure
Aquinas (2010) defines organizational structure as the formal system of authority and task relationships that manage how individuals match their actions and use assets to attain organizational objectives. Organizational tasks are purposely sub-divided into independent departments and series of activities (Aquinas, 2010). These sectors achieve efficiencies in the business process. The premeditated structure is used to manage and harmonize different departments and groups. The principle rational of organizational structure is to manage and organize the individual actions to achieve organizational goals. For any organization, a suitable structure is one that aids operational responses to problems related to motivation and coordination (Aquinas, 2010).
A divisional structure is a way of designing an organization so that it is divided into semi-independent elements called divisions (Mcgrath, 2017). Although the divisions have power over their daily operations, they still are accountable to a central power that provides the whole strategy for the organization and manages its use among the divisions. The division might be liable for a service or products, a customer group and geographical locality. Each segment of the division is equipped with its individual resources to work independently (Mcgrath, 2017). The business and company sector, the number of staffs and the preferred management over the divisions can determine whether is valuable to use a divisional organizational structure in a given organization (Mcgrath, 2017). Based on the case study, the staff team for Happy Places day centres is split up into CEO who controls other staffs in the organization including centre manager, deputy manager, one registered learning disability nurse, team leader, and three support workers.
It is also evident that Happy Places is a divisional structure because its individual divisions of the organization are independent and that allows determining comprehensible routes of responsibility and accountability. In this organization, every staff member holds a centre meeting independently every week. Later the centre managers hands over the information from the meetings to the CEO in monthly organization meetings. Eventually, the CEO uses the information to make decisions on how the organization should continue to develop and grow. This independence in Happy Places is made possible by the divisional organizational structure. Also the organization is based in four different regions to ensure they reach the largest groups effectively. These include; Lewisham, Newham, Southwark and Tower Hamlets based in London.
Task 2: Organizational Culture
According to Alvesson (2013), culture essentially defines the appropriate way to behave within a given organization. Organizational culture comprises of common values and beliefs established by managers and then communicated and strengthened through different methods, eventually shaping employee behaviours, insights and understanding. Further Alvesson (2013) claim that organizational culture sets the background for everything an organization does. Since companies and situation differ considerably, there is not one-size-fits-all culture model that meets the organizations needs. A strong organizational culture is a conventional denominator among the most celebrated organizations (Bratton, 2015).
Handy defines culture as a way people live and stick to unwritten customs and rules (Handy, 2011). According to Handy, the culture exemplifying an organization is established, built and circulated by the central group within the organization. Nevertheless, as well as an assertive culture, sub-cultures may be present, which can either enhance or reduce the organization performance (Handy, 2011). Handy therefore discovered the following four types of organizational culture; role, task, power and person culture. The culture within an organization quite much summarizes the employees’ behaviours working in that specific organization (Bratton, 2015). The employees’ level of motivation is also affected by the culture, so it is very significant to understand how it impacts the organization (Handy, 2011).
According to Handy (2011), there are some organizations where the power culture stays in the circle of only few individuals and only they are approved to make decisions. These individuals are the ones who benefit from exceptional human rights at the business environment. They are the most imperative individuals at the work setting and are key decision makers. These people further hand over responsibilities to other staffs (Handy, 2011). In such a culture, the inferiors have no choice rather than stringently follow the superior’s commands. The staffs do not have the freedom to express their insights or share their thoughts on an open meeting and must stick to what their superior says. The managers in power culture at times can be biased to anyone or other celebrated major instabilities among others (Handy, 2011).
Role based culture is usually applied in large organizations and enterprises and is designed on well-built rules and regulations (Handy, 2011). For instance in Happy Places, every employee working there is entitled to certain roles and responsibilities, therefore the staffs are not usually overstrained by work, thus upholding an appropriate work life balance (Navigate Corporation, 2017). In the organization, roles and responsibilities are well entrusted that is why there is lots of idea sharing among different individuals and departments hence enhancing the chances of employees’ recognition and innovation (Handy, 2011). Also the Happy Places use the organizational culture for employee recognition. The organization properly drafts policies and benefits hence providing job security to employees and assurance of what they can attain through working for the organization. Typically, employees stick to such organizations as they motivated and satisfied (Australia, 2015).
Based on the people culture by Handy, individual employees are centralized in this type of culture. The culture only exists to meet objectives of employees in organization (Griffin, Phillips & Gully, 2016). Happy Place could impact its culture since in organizations with such people cultures; employees very much perceive themselves as exceptional and top-quality in organization. Normally, in such organizations employees and managers are treated equal and as a result, an individual is very much rewarded and acquire rewards for the job well done. Task culture is also applied by the organization (Mcgrath, 2017). This culture forms when the individuals in an organization are fashioned to address certain predicaments or progress schemes. The task culture is the crucial thing, so ability within the employee will often change depending on the blend of the team colleagues and the nature of the project or problem (Mcgrath, 2017). Employees at Happy Places work in teams to become incredibly creative and successful.
Organization culture can improve the overall performance of the organization. Therefore, a culture must provide a tactical competitive advantage, and the values and beliefs have to be largely shared and strongly encouraged (Plunkett, Allen & Attner, 2013). A firm culture can bring benefits such as improved cooperation and loyalty, less disparities and more effective decision making. Organizational culture also offers an informal control system, a strong feeling of recognition with the organization and common comprehension among employees regarding what is imperative. Employees whose organizations have strappingly characterized cultures can also validate their work behaviours since those behaviours suits the culture (Griffin, Phillips & Gully, 2016).
As per Mcconnell (2013) organizational culture plays a critical role in the success of the organization. Thus, HR managers and other colleagues of the HR group should promote a high-functioning organizational culture. HR managers are accountable for ensuring that culture control is a central focus of their competitive efforts in the organization (Price & Price, 2011). For human resource directors to impact culture, they have to collaborate with the organization senior administration to recognize what the organizational culture should be (Mcconnell, 2013). Strategic planning and thinking must run on beyond just realizing goals and concentrate more on the most valuable asset of an organization.
When an organization has different locations, product lines or client groups, it is sensible to split employees into groups devoted to a particular aspect (Price & Price, 2011). Doing this logically decentralizes power culture, as every sub-division has authority over its particular issue (Mcconnell, 2013). Certainly, every division operates an undersized business unit, and executives respond by learning to act like managers. Divisions work competently because they allow individuals to focus upon a particular service or product, with a leadership culture that stanchions its major strategic goals (Price & Price, 2011). Having its own CEO or centre managers makes it more likely the division structure will acquire the resources needed from the organization. Lastly, division’s focus enables it to put up a conventional culture that plays a role to higher drive and a better understanding of the division’s group (Mcgrath, 2017). This is far desirable to having its service or product dispersed among various departments within the organization.
In order for divisional organizational culture to be effective, divisions must be properly managed (Mcgrath, 2017). Managerial leadership is the single most imperative success determinant for an organization using a divisional structure, such as Happy Plac...