HCA 645 Assignment Governance in Healthcare Organizations

HCA 645 Assignment Governance in Healthcare Organizations

HCA 645 Assignment Governance in Healthcare Organizations

Organizations in the modern world are highly focused on ensuring that their performance objectives are met with ease. They explore the different leadership and management approaches that can be used to enhance the performance of their employees. There is also an increased need for organizations to examine their structure of governance since researches have shown it to influence performance. According to Morgan & John (2014), structure in organization deals mainly with the manner in which operations are run. Effective organizational structures enhance the performance and competitiveness of organizations since employees are motivated to explore innovative ways of getting their assigned tasks done. Therefore, this essay examines the effect of corporate structure on effective governance, roles of governance in an organization, and factors to consider in developing as well as strengthening a team culture.

Effect of Corporate Structure on Corporate Governance

Corporate structure has been defined as the manner in which departments in an organization are organized. Corporate structures often differ across organizations based on their goals as well as industry in which an organization operates. There exist different corporate structures that influence corporate governance. They include functional, divisional, matrix, and hybrid corporate structures. A functional structure is characterized by the grouping of employees into departments due to the skills that they possess. Employees with similar skills, experience, or accountabilities are placed in the same department. The use of such structure has significant implications on corporate governance. Firstly, there is easy flow of communication between the management and the employees within a department. Decisions are easily made since there is minimal consultation between the organizational stakeholders (Ringel, Hiller & Zietsma, 2018). Therefore, governance issues such as rules, policies, decisions, and processes are easily implemented in the functional organizational structure.

The other type of organizational structure that influences governance is divisional structure. In this structure, the activities within the organization are divided based on the products and services offered to specific market niches. The teams in this structure are organized in a manner that they duplicate the products or services that are offered to the target market. The use of this structure has some implications to corporate governance. The management can focus its interventions on improving the quality of products and services offered to the target markets. There is also easy flow of information from the managers to the employees (Albadri, Nasereddin & IGI Global, 2019). The structure provides organizations with benefits such as easy decision-making and implementation of policies and procedures.

The other corporate structure that has an influence on corporate governance is matrix organizational structure. This structure combines the use of both divisional and functional structures. The combination eases the governance in the organization since there is decentralization of decision-making. The employees also have a great sense of autonomy due to enhanced interdepartmental interactions. Consequently, there is enhanced productivity in this structure. However, corporate governance faces challenges that include high operational costs and conflicts caused by horizontal and vertical production lines. The last structure that influences corporate governance is hybrid organizational structure. This structure is similar to matrix structure since it combines both divisional and functional structures. However, the tasks are divided into divisional or functional departments (Ringel et al., 2018). The structure eases governance in organizations due to specialization in product and service provision.

Roles of Governance in Organizations and their interaction with Teams in Organizations

Governance plays a wide range of roles in an organization. One them is determining the gals as well as objectives of a firm. The goals and objectives are evidenced in the organization’s mission and vision. The set goals and objectives are achieved with the adoption of a defined strategic plan. Through it, organizations understand their purpose in their markets and the manner in which it can be achieved. The interventions of teams in an organization should aim at facilitating the realization of the set goals and objectives. The team members must be united towards ensuring that their efforts underpin the realization of the set goals and objectives (MALLIN, 2018). Therefore, open channels of communication should be created to foster sharing of ideas in an organization.

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The other role of governance in an organization is determining the organizational ethics. Organizational performance and competitiveness is dependent on the behaviors demonstrated by its stakeholders. The governance ensures that a focus is placed on interventions that promote sustainability, stakeholder engagement, and corporate social responsibility. They ensure that organizations behave in a manner that protects the health and safety of its stakeholders. As a result, rules as well as standards that govern the behavior of the employees must be developed. The development of organizational behaviors should be done in with a consideration of team inputs (MALLIN, 2018). Organizational stakeholders should work together in exploring the desired behaviors that will promote the realization of the mission and vision of the organization.

The other role of governance is creating organizational culture and ensuring compliance with it. The governance comes up with culture that determines the organizational behaviors. It determines the manner in which the organizational environment should be supportive and tolerant to different stakeholder needs. The governance also comes up with mechanisms that will ensure that the employees work towards achieving the set goals and objectives. This includes coming up with rules, regulations, policies, and standards that would guide performance. It is important that the developed mechanisms that promote compliance align with the expectations of teams in an organization (Youde, 2018). This can be achieved by ensuring that the perceptions of the team members on the nature of the desired organizational culture, rules, policies, and standards are incorporated into decisions made by the governance.

Concerns to Consider when Developing and Strengthening a Team Culture

Developing a team culture takes into consideration a wide range of factors. One of them is open channels of communication for the team members. The team members should be able to express themselves to the leaders of the team without fear of being ridiculed. They should also be able to share their views, concerns, and ideas about the ways in which the goals of the team can be achieved. The other concern is active participation of the team members. They should play an active role in determining the interventions that need to be embraced in the team and the ways of their implementation. Their decisions should be prioritized by the team leaders. There should also be the aspect of respect and honesty among the team members. The members should respect the diversity among them. They should respect the views of others in the implementation of the team activities. Honesty should also be practiced by the team members. They should be truthful in what they do since it promotes transparency among them. The other concern is encouraging innovation. The team members should be actively involved in trying new ways in which the activities of the team can be done efficiently (Cockerham, 2018). Therefore, a consideration of these aspects will enhance the creation of the desired culture in a team.

In summary, organizational structure has a significant effect on governance structure used in a firm. The use of hybrid and matrix organizational structures has been shown to be associated with better governance when compared to functional and divisional structures. These structures encourage teamwork among the organizational stakeholders. Therefore, factors that influence teamwork and team culture should be considered in team formation process.

References

Albadri, F., Nasereddin, Y. A., & IGI Global,. (2019). Strategic thinking, planning, and management practice in the Arab world. Hershey, Pennsylvania: IGI Global.

Cockerham, G. B. (2018). Global governance and public health: Obstacles and opportunities. London; New York : Rowman & Littlefield International.

MALLIN, C. (2018). CORPORATE GOVERNANCE 6E. Oxford: OXFORD UNIV Press.

Morgan, J., & John Wiley & Sons. (2014). The future of work: Attract new talent, build better leaders, and create a competitive organization. Hoboken, New Jersey: Wiley.

Ringel, L., Hiller, P., & Zietsma, C. (2018). Toward permeable boundaries of organizations?. Bingley: Emerald Publishing Limited.

Youde, J. (2018). Global health governance and in international society. New York, NY: Oxford University Press.

Nurse Managers and leaders are highly interested in exploring the ways in which the structure of their organizations influences their performance and competitiveness. Often, the type of structure used in an organization influences the efficiency in which various organizational tasks are undertaken. An example is its impact on the rate at which decisions are made and implemented. It is expected that tedious decision-making process will be encountered in organizations where there is discussions and negotiations at different levels of the organization (Hatch, 2018). Therefore, this essay examines the various types of organizational structures in healthcare and ways it affects the processes and effectiveness of change. It also examines the need for organizations developing strategic models that address the concept of change. The paper also explores the differences between organizational change and transformational change and the sources of leadership models that promote success in health organizations.

There exist different health organizational structures. One of them is the functional organizational structure. The functional organizational structure is characterized by a pyramid shaped hierarchy that defines the various functions that are undertaken by the senior management positions in the organization. The model is particularly relevant in most of the organizations due to the variety in the nature of services that it offers to their populations. The structure is also associated with features such as the existence of strict chains of command, lines of reporting, and span of control. The nature of this organizational structure has some implications in organizational processes and effectiveness of change. The existence of strict chains of command implies that opportunities for change are limited. The management must first perceive the need for the change prior to its implementation in their organization. The structure also limits the creation of working environment where open communication and innovation are encouraged (Morgan & John, 2014). Therefore, functional organizational structure does not favor the adoption of change in health organizations.

The other type of health organizational structure is matrix organizational structure. This model recognizes that the use of strict functional structures might limit flexibility in organizations. Often, the organizations are characterized by having multiple chains of command. The employees are responsible to more than one manager. There is flexibility in the roles and balance of power among the senior management personnel. The implication of this organizational structure is that the adoption of change is easy in such organizations. Employees have the autonomy to engage in innovative ways of providing healthcare. There is also flexibility in the adoption of health interventions that would otherwise contribute to evidence-based practice (Dai & Tayur, 2018). Therefore, this organizational structure favors change and adoption of flexible processes that improve performance and competitiveness.

The other type of organizational structure in healthcare is service line management structure. In this structure, the manager is selected to lead a specific clinical service line. The manager is tasked with the responsibility of ensuring adequate staffing, budget, resource acquisition, and financial control in the line of service provision. An example of such structure is the creation of a cardiology unit in an institution of healthcare. The utilization of such structure has been shown to be associated with benefits that include ease decision-making, communication, and flexibility in implementation of change (Morgan & John, 2014). Therefore, the flexibility in the adoption of clinical processes that promote change is high in such structures.

It is therefore important that organizations develop a strategic management model that addresses both concept of change for growth and sustainability. The need is attributed to the fact that the environments where organizations undertake their activities are characterized by constantly changing consumer needs. This implies that the strategic model should not only meet the demands of the actual needs but also the perceived needs too. It also implies that health organizations should have vision that addresses their long-term needs. Organizations can accomplish this mission by embracing various interventions. One of them is adopting the use of responsive business models. The models should allow flexibility in the interventions that are used to meet the needs of the business. The other intervention is encouraging innovation among the employees. The employees should be encouraged to try their novel ways in which the organizational tasks can be undertaken. Through it, health organizations understand the critical determinants of ways in which sustainability of their interventions are achieved. The last way is aligning the strategic interventions with the expectations of the employees (MORRISON, 2019). The alignment increases the relevance of the interventions, hence, their sustainability in the organization.

There exist some differences between organizational change and transformational change. One of them is that organizational change entails assessing the past, using it to compare with the present and determining the ideal future of the organization. Transformational change on the other hand focuses on redefining the current state of the organization. It compares the current organizational state with the expected future needs of the organization. The goals of organizational change are largely obtained from assessing the present as well as the past state of the organization. This differs in transformational change where the goals are identified by assessing the present to the future needs of the organization. The outcome of organizational change is that the organization will be different from what it was in the past while the organization will be different from what it is currently in transformational change. Lastly, organizational change aims at introducing new organizational aspects such as beliefs, values, and practices. Transformational change on the other hand aims at modifying the existing organizational aspects (Hatch, 2018). Therefore, it is incremental rather than being sudden, as in the case of organizational change.

Organizations can obtain examples of leadership models that have proven successful in today’s healthcare environment from a number of sources. One of them is benchmarking other successful organizations. Healthcare organizations can identify a successful organization using a specific leadership approach and modeling its processes. The other source is evidence-based data. The management can perform a critical appraisal of the existing leadership models and utilize one that has optimum outcomes as reported in researches. The last source is improving on the existing leadership models. The management can focus on eliminating the weaknesses in their current model, as a way of making it responsive to the identified and perceived business needs.

The effectiveness of leadership in an organization can be assessed with the use of a number of tools. One of them is the use of simulations. The leader can be exposed to multiple simulation exercises. He or she is then observed to determine the leader’s effectiveness in facilitating the realization of the set organizational goals. Questionnaires can also be used to determine the effectiveness of the leader. The employees can act as a source of vital information about the effectiveness of the leadership styles used in the organization. Lastly, assessment methods such as the 360-degree evaluation can be used to determine leadership effectiveness (Hatch, 2018). This method provides all-round feedback on the effectiveness of leadership approaches used in an organization.

In summary, organizational structure influences the performance of health organizations. It determines the effectiveness of the processes that are used to facilitate change. It is therefore important that health organizations focus on embracing interventions that promote transformation in organizational processes. The interventions should also enhance the efficiency and effectiveness in task undertaking.

References

Dai, T., & Tayur, S. (2018). Handbook of healthcare analytics: Theoretical minimum for conducting 21st century research on healthcare operations. Hoboken, NJ, USA: Wiley.

Hatch, M. J. (2018). Organization theory: Modern, symbolic, and postmodern perspectives. Oxford: Oxford University Press.

MORRISON, E. (2019). ETHICS IN HEALTH ADMINISTRATION: A practical approach for decision makers. Place of publication not identified: JONES & BARTLETT LEARNING.

Morgan, J., & John Wiley & Sons. (2014). The future of work: Attract new talent, build better leaders, and create a competitive organization. Hoboken, New Jersey: Wiley.