MGT Week 4 Assignment

docx

School

California Intercontinental University *

*We aren’t endorsed by this school

Course

517

Subject

Management

Date

Jun 12, 2024

Type

docx

Pages

Uploaded by NilzzK

Sullivan Hospital System Case Muntazir Mehdi Kazmi California Intercontinental University MGT 517-2024 CT4-1/ Week 4: Organizational structure and intervention Ms. Nupur Chhaniwal 9 th June 2024

The Sullivan Hospital System Case To set up the story for this week and analysis about Sullivan Hospital, it was observed that the employees were not as engaged and involved in the organization as they should have been. The Sullivan Hospital System (SHS) was facing some concerns with its organization. Ken Bonnet, the Chief Executive Officer of the Sullivan Hospital System, expressed concerns regarding the ongoing loss of market share to competing local hospitals and a decline in patient satisfaction levels. It had become apparent to the CEO and his most senior staff, that changes needed to happen. As an effort towards this, an initiative for the change was taken by Ken Bonnet in collaboration with Sue Strasburg. Sue Strasburg is the president of a smaller hospital. Sue Strasburg is the opposite of Bonnet who is calm, confident, and mild-mannered but Sue is assertive, energetic, and enthusiastic. Despite their differing personalities president of the larger hospital and the president of the smaller hospital, participated together with the support of their senior team, including the top administrative forces from the two hospitals within the system of SHS (Cummings & Worley, 2018). A three-day drag back was conducted with all the organization bunches to begin the course of change. The bunch thought that the frameworks required a basic upgrade of its Incorporate up to Quality Organization, other than known as TQM, arranged due to two principal reasons. To begin with was an overhaul in the method of treating patients. This would allow experts a reason to utilize the patching center, developing show-off share. The reason was to learn generally TQM, engagement, other key alter shapes, and the issues that required to be tended to execute a more cutting edge arrangement. Secondly, they were very delayed on the policies of the Joint Commission on Accreditation of Healthcare Organizations. Diagnostic Data Framework After the three-day retreat, the team was convinced to hold off on the work design implementation long enough to conduct a diagnosis. There was a clear split when it came to the hospital's strategic goals and objectives. There was a noticeable disconnect in communication between the lower-level staff and the management team, with senior managers not being adequately informed about the day-to-day operations within the hospital. Furthermore, restrictive hospital policies hindered decision-making and obstructed competent staff from taking necessary actions to address problems. Based on the above description of TQM, the two hospital teams were trying to fix an enterprise system failure. They agreed that two main issues needed to be fixed. Here's a step-by-step explanation: Identify Areas for Improvement: The first step is to identify areas in patient care processes that need improvement. This could be anything from wait times to the quality of care, to the level of communication between healthcare providers and patients.

Implement Changes: This could involve training staff, investing in new equipment, or changing protocols and procedures. Monitor Results: After changes have been implemented, it's important to monitor the results. This will help the facility understand if the changes are having the desired effect and where further improvements can be made. Promote Improvements: Once improvements have been made and results have been monitored, the facility can promote these improvements to doctors. This could involve presentations, The Organization Structure The hospital’s structure was a more bureaucratic model rather than an organic one. The hospital rules were too restrictive which caused vital decisions not to be made in a timely fashion. This implies that the management style was hierarchical, characterized by a top-down chain of command. Consequently, the organization consisted of multiple decision-making bodies or divisions, as opposed to being a setting that fostered teamwork and promoted collective leadership within its workforce. The hospital's information and control systems were outdated and rigid, leading to a situation where a significant portion of the data entered into their systems was erroneous. Although managers recognized this issue, they were unable to rectify it due to the centralized nature of these systems within the corporate headquarters. Level of Employee Involvement and Performance. The structure of the organization greatly affected the performance of the staff members. They did not feel that they were empowered to make the necessary decisions and make changes. They were required to seek approval before making decisions within their department. That hindered staff efficiency. Additionally, the lack of proper equipment in areas dedicated to patient care diminished employee morale. That adversely affected the quality of service provided to patients, as reflected in poor patient satisfaction ratings. Although Sullivan Hospital staff chose TQM as the preferred improvement plan and alternative proposals. Analysis of organizational structure, including its strengths and weaknesses. Total Quality Management (TQM) In my opinion, the TQM should be implemented as the final step. (TQM) can be rolled out after the implementation of the previously suggested changes. It's important for SHS to carefully consider the TQM initiative to ensure employee engagement in the redesign process. (Lopez- Valeiras et al., 2018) Training employees in techno-structural strategies is a strategic s move, as it will equip them with knowledge of work design, encourage their participation, and facilitate the execution of the plan.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Proposed Alternatives Reduce the difference in goals of the organization as perceived by upper and lower-level employees by increased employee engagement. Clearly define goals and objectives for the organization's future. It is essential to allocate the budget and resources appropriately to guarantee that the workforce is adequately trained in the principles and practices of TQM. Both top-level and senior managers must acknowledge the significance of their sustained engagement and commitment to Total Quality Management (TQM). TQM focuses on processes while HIO addresses all organization features, Like structure, work design, information-control system, policies, and reward systems. Leadership must effectively convey and clarify the essence of a new strategic direction. Medical personnel, nurses, etc. interact with patients hence their involvement in the decision-making process will help increase patient satisfaction. Organizational structure becomes more decentralized empowering employees to make decisions. Better job designs that provide employees with high levels of discretion, task variety, and meaningful feedback to enhance involvement. Strength and weakness. Upon the successful implementation of these changes, the hospital's organizational strengths will encompass increased adaptability, enhanced critical thinking, improved focus, more effective coordination of activities, and superior team-based decision-making. These advantages will be a direct result of the strategic plan put into place by SHS. Nonetheless, resistance may arise from management or staff members, particularly in response to the reorganization or reduction of the senior management team, which could potentially slow down the progress of these changes. Implementation for preferred intervention. To begin with, SHS must revisit and articulate its mission and vision statements, which are fundamental to the institution's success. The vision statement should articulate the hospital's aspirations for the future, while the mission statement should encapsulate the overall objectives of the hospital. There should be a candid dialogue among the senior management team to ensure that there is a consensus on how the mission and vision statements align with the hospital's long- term goals. Sociotechnical system work design I believe a sociotechnical system approach to work design is feasible, implying that there should be a synergistic relationship between the hospital's technological resources and its workforce. This could facilitate the creation and integration of new models with the existing methodologies. Conclusion

The Sullivan Hospital is a workplace that is very traditional and has a basic work design where teamwork is rare although the different employees are expected to work together. There As an Organizational Development (OD) consultant on this case, my diagnostic process will be conducting interviews, intervening, and proposing strategies that I believe will aid the hospital in regaining its former stature. In the future, they should consider having a more team-based work environment. The above will be my approach in diagnosing, interviewing, intervening, and recommending strategies that I think will help the hospital restore itself to its formal glory. References: Cummings, T. G., & Worley, C. G. (2018). Organization Development and Change (11th Edition). Cengage Learning US. Lopez-Valeiras, E., Gomez-Conde, J., & Lunkes, R. J. (2018). Employee reactions to the use of management control systems in hospitals: Motivation vs. threat. Gaceta Sanitaria , 32, 129-134. Alshourah, S. (2020). Total quality management practices and their effects on the quality performance of Jordanian private hospitals. Management Science Letters , 11(1), 67- 76.

MGT Week 4 Assignment

Related Documents