McConnell & Liebler (2004), define an organization as a plotted social system, usually drawn by people having common interests. The main reason for designing an organization is to attain a certain stated goal or an objective. Numerous key issues as well as factors are vital when planning for the implementation of an organization. The design focuses on sustaining the already implemented processes for purposes of attaining efficiency. Additionally, a great proportion of individuals regard the organizational design as the managerial structure since they both cover factors such as the “information reward systems” (McConnell & Liebler, 2004). Amongst other crucial factors included in the design, the management, processes followed while making decisions, the cultures governing the organization, and key values. The strategy encompassing the goals or the intention and the human resource incorporate other key factors of consideration.
Factors Affecting Its Structure
The “university general hospital” (McConnell & Liebler, 2004) is massive since it consists of several departments each performing diverse duties. This designates that size is a fundamental factor considered whilst planning for its structure. Studies indicate that the hospital highly specializes its operations thus the formation of a structure that fully dictates the roles of each staff in the organization. Because of specialization of staff’s undertakings, the hospital resulted to formation of a pyramid shaped “chain of command” (McConnell & Liebler, 2004). The top part consists of the owner managers while the bottom most part consists of the staff workers. The individuals at the top of the chain are authoritative and perform very crucial operations in determining the success of the hospital. However, the individuals placed at the bottom of the chain are equally important since they perform the tangible activities as they directly deal with patients. The second factor that defines and shapes the structure of the general hospital is its life cycle. Studies designate the vitality of its life cycle in outlining its goals as well as the objectives (McConnell & Liebler, 2004). In developing its structure, the owner managers need to give a close look at its life cycle. Therefore, as it nears the peak performance, it usually becomes more mechanical in its structure. The general hospital has been in operation for an elongated time thus the importance of developing a structure that enhances its profitability and efficiency. Studies indicate the emergence of other health organizations at Houston, therefore, inflation in the competition. Therefore, the hospital counter balances such competition by improving its structure.
The hospital’s strategy is another factor greatly affecting the structure development. When the general hospital was at its growing stage, the owner managers failed to focus on developing an internal structure. This was to allow the easy adaptation to the high changing business surroundings. However, after establishing its full growth, it developed an intensive structure that incorporated the overall body of its workers. Furthermore, the outside environment greatly contributes to its structure (McConnell & Liebler, 2004). The dynamic modifications in the customers’ requirements, resulting from new strains of diseases make the design of the structure an intricate undertaking. This is in opposition to a situation whereby the patient’s needs remain constant. Because of the complexity involved in designing the structure in a dynamic environment, time and finances fritters away.
Factors affecting its size
Recently, the general hospital decided to go public by increasing its branches across the country. The chief officer during a press conference announced the anticipated plans of expanding the existing facilities as well as opening new branches at Houston and Dallas before going worldwide (Wollam, 2011). The high success of the hospital results from its exceptional team. The hospital usually recruits a competent team that depicts a high level of expertise. According to the hospitals CEO, they would achieve their plans due to funding from the “Alliance development plan” (Wollam, 2011). However, numerous government policies greatly limit its growth. In 2009, the hospital was legible to paying $580, 261 as the federal tax thus restraining its projected growth (Wollam, 2011). Furthermore, the pricing of its services significantly contribute to its growth in size. The hospital gets much recognition across Houston due to its low cost and exceptional services. The onset of technology enhances the swiftness and the precision of offering its services. Additionally, it utilizes well-drawn mechanisms in counteracting the competitive market (Wollam, 2011). Among the strategies it utilizes in fighting, the competition is the controlled pricing for its services.
Factors affecting its processes
There exist numerous factors defining and shaping the general hospital in terms of its processes. Foremost it is imperative to comprehend the existence of numerous processes in the organization that are of great interest. Studies designate the existence of three types of process in the hospital. The first type is the operational process involving a direct interaction between the client and the workforce (Whitehead, Pyke & O’Connel, 2006). It is usually termed as the rationale for the hospital’s existence. The second form is the managerial process, aimed at delivering the key results of the process. The final type is the support processes and performs key functions of availing the necessary resources. It is therefore clear that a group of staff takes part in accomplishing these processes in the general hospital. Therefore, it is of great significant to address the factors affecting the recruitment procedure. The magnitude of the hospital highly determines the size of the staff. The hospital consists of many departments demanding huge personnel for the accomplishment of the outlined goals (Whitehead, Pyke & O’Connel, 2006). Subsequently, the business plan of the hospital greatly determines the quantity of staff it will require in future. Since the hospital is planning for its expansion, an increase in size and the competency of the staff is crucial. Furthermore, other exterior factors such as the struggle for resources and government restrictions pose momentous impacts in the entire staffing process.
Effects of accountability to the hospital’s behavior
Recently, diverse scholars drew interest in understanding the effects of demand for accountability in numerous organizations. The “university general hospital” (Lee & Kim, 2011) was among them. Therefore, their studies indicated a few of the effects of demand for accountability on the organizational behavior. A body of scholars argued that it poses negative effects on the employees’ behavior. The research indicates that, it may end up instilling psychological stress to the employees due to the pressure associated with it (Lee & Kim, 2011). In addition, it results to an escalating rate of employees’ dissatisfaction. Furthermore, these reforms aimed at achieving accountability at the hospitals to some extent erode the employees’ values as well as the work place trust. On eroding such virtues, it becomes difficult achieving its goals. Alternatively, such reforms bring positive results. Since the employees are accountable, chances of theft reduces tremendously thus high profits (Lee & Kim, 2011). Additionally, the leadership in the organization becomes less complex. As the top managers develop trust with the overall staff in the hospital, their tasks become a bit easy thus the high performance.
In summary, as the university general hospital endeavors to realize its goals, it is clear that a well-outlined design is equally important. Furthermore, there exist numerous factors that are shaping and defining the hospital in terms of size, structure, and the processes. Some of the factors affecting its size include the competent team and availability of finances. In addition, its size, the developed strategy and life cycle affect its structure. Conversely, the business plan, some government guidelines, and competition for resources affect the staffing process in the organization. Finally, the intensifying claim for accountability has more downbeats than positives in this organization.
Lee, J. & Kim, S. (2011). Impact of competing accountability requirements on perceived work performance. The American review of public administration. Vol. 41, Is. 4: 100-118.
McConnell, C. & Liebler, J. (2004). Management principles for health professionals. Massachusetts, MA: Jones and Bartlett publishers Inc.
Whitehead, R., Pyke, J. & O’Connel, J. (2006). Mastering your organization’s processes: a plain guide to business process management. New York, NY: Cambridge university press.
Wollam, A. (2011). University General Hospital going public in reverse merger. Web.