The paper 'Implementing New Management Approaches in Human Service Organisations' is a perfect example of a Management Case Study. In the current environment, human service organizations have embraced new management approaches in their practices so as to enhance service delivery to clients. This trend has been necessitated by changes in the external business environment on one hand, and the development of new management thought on the other. Although the adoption of management approaches and techniques such as strategic planning, lean management, teamwork, and effective decision-making skills has been touted as having the potential to solve all the problems facing these organizations, the implementation of these approaches and skills has been hampered by a number of factors.
Consequently, these approaches have had mixed results in their implementation and overall effectiveness in transforming the way human service organizations are managed in general. This paper examines the main factors which act as obstacles to the full implementation and effective use of these approaches in human service organizations. Considering the case of healthcare service organizations, this paper also gives recommendations on general approaches to management that can effectively enhance service delivery in these organizations. Challenges faced by human service organizations in implementing new management approaches According to Hasenfeld (2010, p.
7), human service organizations differ from other organizations in terms of the nature of their work which is centered on unique factors that include: the relationship between the worker and the client; the primacy of the institutional environment; a service technology that is completely indeterminate and finally, a highly emotional and gendered work. These differences arise from the fact that human service organizations are based primarily on serving people; hence their work involves a strong sense of moral considerations.
Also, complexity, increased size and external control have presented current challenges to human service organizations (Lewis, Packard & Lewis 2011, p. 92). In order to respond to these challenges, many organizations have focused on adopting and implementing new approaches in their management systems. Approaches such as total quality management, strategic, management, the use of teams, and general organizational reengineering have been implemented in various organizations. Whereas these approaches have yielded results in a number of health service organizations, their implementation in many organizations has been hampered by a number of obstacles.
These are discussed in the sections that follow. Strategic management in human service organizations The use of strategic management has been in common use in human service organizations (Ginter, Duncan & Swayne 2013, p. 33; Steane 2007, p. 465; Truss 2010, p. 50). Its use has been limited to three common models (linear, adaptive, and interpretive approaches), each of these models having salient features that determine their efficacy in different human service organizations (Truss 2010, p. 53).
For instance, whereas a linear strategy is focused on sequential goals and actions in a stable organizational environment; an adaptive strategy is focused on achieving organizational change so as to assume a position that is aligned to the general environment in which the organization operates (Steane 2007, p. 466). On the other hand, an interpretative strategy is entirely focused on establishing a norm or relationship for an organization where individual organizations co-operate to achieve common goals in their operations (Truss 2010, p. 52). It is observed that several factors have contributed to the general trend of adopting strategic management as a way of handling the dynamic challenges that are common in the practice of human resource management within public sector organizations (Ginter, Duncan & Swayne 2013, p.
12). These include government policies that directed the implementation of strategic management in the National Health Service (NHS) organizations, the attitude of senior management in the organizations that favored the adoption of strategic management and finally, the process of devolving human resource management practices of the organizations (Steane 2007, p. 467).
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