Building Organisational Capacity

Building Organisational Capacity

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Building Organisational Capacity

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Building Organisational Capacity

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Question:
Discuss about the Building Organisational Capacity in Health Care.
 
 
Answer:

The consumers are well informed about their health care needs due to which the health care organisations need to provide more effort to develop the strategic movement for building capacity. Daly, Speedy and Jackson (2014) defined that ‘capacity building’ is a strategic move adopted by the organisations to strengthen the skills and efficiency level to retain the sustainable position within an environment or community. The essay concentrates on such capacity building initiative determined by Sydney’s Whitlam Memorial Hospital to deliver the high quality health care services to the community people. The essay will discuss the development of the appropriate organisational structure that will become much helpful for the hospital to accomplish the goals, missions, and objectives. The obtained idea from the case scenario identifies that the current organisational structure maintained within the hospital has the considerable limitations. Therefore, the essay will discuss the fruitfulness of a different organisational structure that address the mission and vision of the hospital. Furthermore, the essay will also provide a brief description about the strengths and limitation of the proposed organisational structure in terms of addressing the organisational strategies of WMH.
 
The organisation is a collaborative firm where the individuals work together to acquire the determined goal or objectives. According to Sullivan (2013), the organisational mission, structure, vision, and objectives are integral to manage the workforce for meeting the internal and external environmental needs. It has been observed that the health care sector has been facing numerous barriers to maintain the consistency in this dynamic world. Mickan and Boyce (2006) indicated that determining the organisational structure develops the understanding of the appropriate organisational principles as well as the organisational culture. As described by Maddern et al., (2006), the organisations need to follow the appropriate regulations to structure the organisational activities and capital investments for achieving the predetermined goals. Currently, the health care organisations have been struggling to meet the high standardized health care services as per the needs of the service users. The service users are well-informed and knowledgeable enough to identify their heath care needs that ensured more challenges for the health care organisations. Marquis and Huston (2015) suggested that the utilization of the appropriate organisational structure will be much helpful for the health care organisations to accomplish the determined mission and objectives. Westphal (2005) believes that the organisational mission statement provides the clear insight about the organisational purpose. On the other hand, the vision statement clarifies the strategic focus of the organisations and the method of achieving the determined goals. The observation of the mission, goals, and vision of WMH will be helpful to identify the strategic initiatives that can help in achieving the purpose of delivering quality care to the community people. The hospital has set the vision to improve the quality of the health care services. Therefore, the hospital requires the appropriate organisational structure that can develop the better communication both externally and internally. The appropriate structure helps in establishing the appropriate communication flow that develops the better quality services. Hence, the achievement of the mission depends on the appropriate organisational structure. 
 
Each of the organisational structures has limitations or weaknesses. The case scenario highlights that WMH has been following the bureaucratic organisational structure to provide the health care services to the community people. It becomes important for the management team to review the current organisational structure to identify the underlying strengths and weaknesses. Sullivan and Garland (2013) observed that the bureaucratic organisational structure has the clear focus on accountability as well as the authority that helps in improving the efficiency level of the organisational functionalities. This characteristic can be considered as one of the major strengths that help the organisation to maintain the systematic approach to formulate any internal function. The bureaucratic organizational structure helps in clarifying the administrative policies suggested for the changes within the workplace (Speedy and Jackson, 2014). The case scenario indicates that the hospital has been following the centralized decision making process that could develop the issues with lesser communication transparency and lack of cohesiveness. Scott et al., (2003) observed that this process is much difficult for the top management associates who are unaware of the day-to-day activities performed within the organisation. Moreover, they will be burdened with the huge command chain that may lead towards weak decision making process. In order to achieve the purpose of delivering the quality health care services to the community people, the hospital requires understanding the basic needs and demands of the service users. The associated workers also need to be involved more significantly to adjust with the continuously changing demands of the consumers in the health care field. Considering such rapid changes in the demands of the eternal environment, it is necessary for WMH to identify the alternative organisational structure to deal with the scenario. The bureaucratic organisational structure has the advantageous approaches for performing the activities associated with the specialty group. However, it has been observed that this organisational structure has the recognizable limitation in establishing the appropriate communication between the employees. It is necessary for WHM to communicate much efficiently with the community in order to achieve the vision of improving the health care services. In fact, it is also important to make quicker decisions due to which the effective communication is essential. However, it has been observed that the bureaucratic organisational structure lacks the appropriate communicational transparency that can affect the mission in a significant manner.
 
Organisational structure needs to comply with the strategic goals, vision, and mission of the organisation for the betterment of the services, which can meet the needs of the service users. Braithwaite and Westbrook (2004) implied that it is necessary to develop the clear ideas about the most suitable organisational structure by critically evaluate the strengths and weaknesses. Braithwaite and Westbrook (2004) suggested that organisational strategy is formulated to address the purpose of the organisation and execute the structured plan to accomplish this purpose. On the contrary, Scott et al., (2003) argued that organisational strategy and organisational structure are interdependent. The mission, vision, and strategic values create the significant impact on the organisational structure whereas organisational strategy depends on the managerial implications, author, and communication process. WMH has set the mission to provide the high quality and specialist health care services to the community people and developed the bureaucratic structure to accomplish this mission. The vision of providing high quality health care services to the service users needs to shift the focus on the appropriate functioning for the specialty services. Therefore, it can be suggested that the organisational strategy needs to determine the collaborative approach among the management and employees while performing the functionalities. On the other hand, it is also necessary to develop the communicational transparency to address the problems and formulate the strategic direction to mitigate the challenges. It introduces a flat organisational structure, which is decentralized in nature. Considering such requirement, it is observed that Matrix Organisational Structure is much suitable in addressing the vision and mission of WMH.
 
The matrix organisational structure is formulated for improving the internal communicational transparency that helps in providing the quality services. Daft (2010) explained that matrix organisational structure is a combined form of both service and function based configuration. It helps in gaining authority over the organisational functions to ensure the development of the high quality services. Daly, Speedy and Jackson (2014) observed that this organisational structure has the horizontal command chain that establishes the communicational efficiency between the management and the employees. It consists of less hierarchy layers that formulate a decentralized organisational structure that is beneficial enough to the hospital in becoming more adaptive towards the changing needs of the service users. In fact, this matrix model maintains the accountability in utilizing the organisational resources for providing the better services to the patients. On the other hand, service line structure generates the higher satisfaction among the service users since it responds quickly to the changing demands of the consumers. Sullivan (2013) mentioned that the service line organisational structure has the strengthened attribute to address the specialty services that is prompt enough to deliver care to the health care service of any specific department. Mickan and Boyce (2006) observed that one of the major strengths of service line structure is the promptness in responding to the changing demands of the consumers. Marquis and Huston (2015) suggested that the collaboration of the service line structure with the matrix model balances the goals of the entity with the strategic goals set by the organisation. Hence, the WMH can easily achieve the mission by developing this organisational structure.
Sullivan and Garland (2013) mentioned that matrix model also has its own limitation like all other organisational models. It is noticed that the implementation of the matrix model is much expensive as well as time consuming. In fact, this matrix model suggests the power level from both the management and employees’ side that can be problematic to manage in some of the cases. The hospital requires involving more employees that might require more capital resources. It will automatically increase the expenses that cause the clear limitations in terms of implementing the matrix organisational structure. Even, it is observed that while collaborating with the service line structure, this model may create the smaller service centre for WMH whereas the resources are shared. However, in spite of such challenges, it can be implied that the adoption of this matrix organisational structure would be much beneficial for WMH to achieve the mission, goals, and vision.
The obtained ideas from the analysis of Matrix model, it can be concluded that WMH can acquire the determined goal by aligning this structure with the service line approach. The organisation can respond quickly to the changing needs of the community in terms of availing the better health care services. Moreover, the organisation can even accomplish the strategic vision of providing the high quality health care services by developing this matrix model.  In addition to this, focusing on the improvement of collaborative and communicative organisational environment would be beneficial to address the needs of the community members.
 
References
Braithwaite, J. & Westbrook, J. (2004). A survey of staff attitudes and comparative managerial and non-managerial views in a clinical directorate. Health Services Management Research, 17, (3), 141-157
Daft, R. (2010). Organization theory and design. Mason, Ohio: South-Western Cengage Learning
Daly, J., Speedy, S. & Jackson, D. (2014). Leading and managing in nursing practice… Leadership & nursing (2nd ed.).Sydney: Elsevier
Laschinger, H., Duffield, C. & Read, E. (2014). Empowerment, leadership, nursing work environment. Leadership & nursing (2nd ed.).Sydney: Elsevier
Maddern, J., Courtney, M., Montgomery, J., & Nash, R. (2006)., Strategy and organisational design in health care. Managing health services: Concepts and practices. Sydney: Mosby Elsevier. pp 281-297.
Marquis, B.L. & Huston, C.J. (2015). Organizational structure. In Leadership roles and management functions in nursing: Theory and application (8th ed.pp.260-283).
Mickan S.M. & Boyce, R. (2006) Organisational change and adaption in health care. Managing health services: Concepts and practices. Sydney: Mosby Elsevier. pp 67-78.
Scott, T., Mannion, R. Davies, Huo, T.O., & Marshall, M.N. (2003). Implementing culture change in health care: Theory and practice.  International Journal for Quality in Health Care, 15, (2), 111-118
Scott, T., Mannion, R., Davis, H. & Marshall, M. (2003). Implementing culture change in health care: theory and practice. International Journal for Quality in Health Care, 15, (2), 111-118
Sullivan, E. & Garland G. (2013). Motivating and developing others. Practical leadership and management in nursing (2nd ed.).London: Pearson Education Ltd.pp.135-153
Sullivan, E.J (2013). Effective leadership and management in nursing. Upper Saddle River, New Jersey: Prentice-Hall.Chapter 2
Westphal, J.A. ( 2005).  Resilient organizations. Matrix model and service line management. Journal of Nursing Administration 35(9), 414-419

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