Organizational Structure and Culture Essay

Authority complex body part within organizations is important for the oversight of delegated processes and pass judgment outcomes. Without body social organisation, chaos would impede support, conversations, and vision development. organisational designs vary according to the film of the organization to operate efficiently, to achieve goals, and to support the associates within the organization. The organisational organise style design helps lead the organization in sure-fire endeavors (Sullivan & Decker, 2009).Organizational History The history of an organization contributes to the design of the formal organizational structure.The health check nerve center has a tumultuous history. A new modern create was constructed in 2000 to replace an quondam(a) structure. The local physicians had no input into the determination or design of the new facility. The organizational structure during that time was a strict parallel design. The physicians root worded to the honcho medica l exam officer and the instrument panel of Trustees. The physicians jointly decided not to support the new local infirmary the organization began to collapse. The medical center eventually fell into bankruptcy because of the wishing of physician support, poor financial counsel, and unscrupulous use of organizational monies.The court of justice system retained a reconstruction organization in an blast to rebuild the local hospital. During the time of bankruptcy the parallel organizational structure re master(prenominal)ed in place, but with less authority of the medical governance branch. The main reduce of the organizational structure was financial survival of the organization. An immediate sort was needed for the improvement of the dangerously low morale of the health electric charge associates The once country owned, bankrupted not-for-profit-hospital was bought and sold twice before stabilization began to be a possibility.A corporation purchased the hospital and changed i t to a for-profit organization. There was in truth little resistance to the change because the organization had been surviving in chaos. jibe to Kurt Lewins three stage theory of change, the first soma, the unfreezing signifier, is an important phase of change. Change is getting ready to happen during this phase. The health billing associates of the medical center had been getting ready for change for a few years. The unfreezing phase requires the development of motivation.Motivation was the chance to prosper in a successful business venture while delivering quality mission to the community (Kurt Lewin, 2012). propagational Culture The generational culture of the organization had a positive deed on the change. There was a common goal developed, the success of the organization. The generational similarities outnumber the generational differences. According Anick (2008), The top reason for happiness in the workplace is the sense of feeling valued (Table 2. Elements on which mem bers of each generation argon mostly similar).The handed-down, baby boomers, generation X, and generation Y became tortuous in the decision making as the new organization structure formed. They share ideas and offered suggestions for diligent get by improvement. Informal loss leaders began to emerge. During the refreezing phase, the stabilization became the norm. The differences in the generational culture became more than apparent. More processes, greater accountability, and new necessitate use of technology caused a feeling of less worth for the older generation of health care providers. The younger go down ons seemed to adapt more speedily to new systems and techniques.Older nurses began to believe they were less important to the process. The on the loose(p) leader roles changed. A new information system was installed and education was initiated. This led to more attention on the differences of the generational cultures. Much of the required education was consummate o n the computer. E-mail is essential for communication within the organization. Some of the traditional generation began to feel left behind. At the end of the first year, umteen of the health care providers who had survived the previous chaos succumbed to the new advancements and left the organization. online Organizational Design The current organizational structure of the medical center is a matrix design. The focal ratio administration consists of a hirer breast feeding officer, chief financial officer, and an assistant administrator. This group reports directly to the chief executive officer. The chief executive officer reports to the Board of Trustees. The medical center consists of twain distinct campuses, four on-site clinics, and one clinic located off campus. The upper administration is responsible for the organization.The matrix esign is complex and requires good interpersonal skills for triple managers. Each treat unit has a nurse manager. The nurse managers report to the chief care for officer regarding any patient care issues. The nurse managers of the behavioral health campus also report to the behavioral health weapons platform music director for organizational issues. The physicians are under the organizational umbrella for functional regulations but report to the chief medical officer regarding medical patient care. The resource manager has a dual report line to the chief nursing officer and the chief financial officer.The matrix requires frequent communication between the dual authorities. Non-management views the frequent meetings as meetings about meetings (Sullivan & Decker, 2009) Formal lines of reporting are evident within the organization. The nurse managers report to the chief nursing officer. Managers of departments involving financial business of the hospital report to the chief financial officer. accessory and support services report to the assistant administrator. The compliance officer, the pharmacy director and the b ehavioral health program director report directly to the chief executive officer.The formal lines of reporting are used for recognition of associates, disciplinal offenses, and arbitration of challenges between departments. Patient-Centered Care Environment The organization is creating an environment for client-centered care by the development of a nursing leadership council consisting of direct care providers. The council membership includes seven registered nurses from nursing units with day and night shift representation. The nursing council interviews associates and patients, observes processes, and reports findings to the council.Changes in nursing processes are approved through the nursing council with final approval by the chief nursing officer. The council members were selected using predetermined criteria. The informal leaders of individual departments were chosen for their job performances and their proven leadership skills. The share governance gives ownership of patie nt care to the frontline caregivers (Hess, 2004). Organizational Communication assorted communication rules are used within the organization. Formal, time sensitive communication theory are delivered face-to-face or by technology.E-mail and web conferencing are the most frequent used methods for upper administration. Both methods allow libertine responses between the communicators. Upper-level management processes the information and decides the best speech communication method to the next lower-level management, depending on the subject matter and the expected time frames. set management associates attend leadership meetings every two weeks. Management communicates organizational status through these meetings. Plans for future projects are discussed during the leadership meetings. Middle management has e-mail accounts and receives electronic communications on changes.Middle management holds departmental meetings at least monthly to distribute information to the direct care pr oviders. Upper-level management holds open meetings for the direct care providers each quarter. The meetings focus on current organizational trends and plans. Direct care providers ask questions and exercise suggestions for improvement during the open meetings. Communication boards are placed in strategic areas through the work areas. Information is placed on the communication boards and updated weekly. Questions much come from the information from the boards.Conclusion The organizational structure can be descriptive of the culture of the organization. A ridged authoritarian organizational structure defines an organization that does not allow the frontline workers to participate in decisions that affect the organization. The matrix organizational design requires open communication between the leaders of the organization. Added shared governance from the frontline creates more awareness is put on the quality and delivery of the product. Organizational structures vary and are repres entative of the leadership within.