The paper 'Different Organisational Structures and Cultures at Stafford and Cleveland Clinic " is an outstanding example of a business assignment. Organisations have different structures and cultures. Organisation structure helps in the determination of authority relationships that existed between organisational members. This influences behaviour of organizational members, groups and divisions. Furthermore, organisation structure affects division of labour, systems of communications, decision-making patterns and the relationship between people (Bhattacharyya 2010, p. 26). Structure of an organisation provides stability needed in making decisions. Moreover, it provides stability that is important in the achievement of the goals and values of the organisation (Jones 2007, p.
49). Stafford and Cleveland's clinic have different organisational structures. Stafford hospital has a tall/bureaucratic/centralized structure. The power and decision making is made by a few people. The Trust boards hold the power and they give instructions to the hospital management of what to be done. On the other hand, the Cleveland Clinic has a flat or decentralised structure. The power is spread throughout the clinic and problems are easily solved. It is a different case at Stafford as problems raised by the patients were simply ignored by those responsible. Organisational culture plays an important role in the realisation of organisational objectives and the quality of services delivered.
Organisational culture refers to a set of assumptions, beliefs, values and behaviours that are common among members of an organisation (Jones 2007, p. 53; Wagner et al. , 2014, p. 01). Organisational culture affects the outcome of the quality of services offered by an organisation. Cleveland Clinic has a patient-centred culture, that is, the focus of the staff is towards offering quality services to the patients.
Patients are treated to feel that they are cared for and the purpose of the staff is towards meeting their needs. The values and beliefs are that of satisfying the customers. At Stafford hospital, the people have a ‘ don’ t care’ attitude and problems that are raised by patients are simply ignored by the staff members. This was partly due to reprisals or criticism by the management. Q2: Impacts of Organisational Structure and Culture towards Performance of Stafford Hospital Organisational structure and culture have some effects on the performance of an organisation and quality of services provided.
Stafford hospital exhibits a bureaucratic structure where culture is to follow a system with extensive controls. Employees follow a standard procedure in the performance of their duties. They strictly adhere to the hierarchy and well-defined roles and responsibilities for each employee existed. This hurts the delivery of quality services at the hospital as there was no coordination and staff simply ignored issues raised by patients as they see it as not being roles. The culture of accepting poor standards led to many deaths that were avoidable at the hospital.
This was due to unwillingness to use disciplinary procedures in tackling the poor performance. Additionally, the structure of Stafford meant that there was disengagement between management and employees. Management was not trusted hence employees and patients were reluctant to raise concerns about the conditions in the hospital. Q3: Factors Influencing Behaviour of Individuals within Organisations Organizations today are composed of individuals from diverse background and cultures. The positive or negative behaviours of these individuals affect the performance of the organisation. The attitudes, ambitions, motives, abilities and competencies of organizational members vastly differ.
Individuals’ behaviour also differs. Personal, environmental and organizational factors influence individual behaviour in organisations (Jankiram& Rao 2010, p. 179). Individuals’ age, educational qualification, gender and personal abilities influence a person’ s behaviour in an organisation. Employees having trouble relationships in their life stay at work till late and defy the organisational work culture. The customs and culture of people around the organization influence how an individual will behave. People tend to modify their behaviour in line with those of the general population around the organization.
Leadership and organizational structure and design affect the behaviour of people. The kind of leadership style employed by a leader has a direct effect on the behaviour of people. When the needs of an individual and expectations of an organisation are incompatible, it may lead to a rise of frustration and conflicts (Gamage& Pang2003, p. 63). It is, therefore, the responsibility of a leader to have a good understanding of its members especially their abilities and personality. Moreover, a leader should ensure that there is effective communication as employees lose interest in their work when there is a breakdown of communication.
Amos, T et al., 2008, Human resource management, 3rdedn, Juta, Cape Town.
Aquinas, P. G 2010, Organization structure and design: Applications and challenges, Excel Books, New Delhi.
Beatty, K & Smith, R.B 2013, ‘Developing High-Impact Teams to Lead Strategic Change’, in E Salas, ST Tannenbaum, D Cohen & L Gary (eds), Developing and Enhancing Teamwork in Organisations: Evidenced-Based Best Practices and Guidelines, Jossey-Bass, San Francisco.
Bhattacharyya, D. K 2010, Cross-cultural management: Texts and cases, PHI Learning Limited, New Delhi.
Buble, M, Juras, A &Matić, I 2014, ‘The relationship between managers’ leadership styles and motivation’, Management-Journal of Contemporary Management Issues, vol. 1, pp. 161-193.
Daft, R. L 2013, Organization theory & design, 11thedn, South-Western Cengage Learning, Mason, OH.
DuBrin, A. J 2009, Essentials of management, 8thedn, Cengage Learning, Mason, Ohio.
Gamage, D. T & Pang, N. S 2003, Leadership and management in education: Developing essential skills and competencies. Chinese University Press, Hong Kong.
Griffin, R. W &Moorehead, G 2014, Organizational behaviour: Managing people and organizations, 11thedn, South-Western Cengage Learning, Mason.
Janakiram, B, & Rao V.J 2010, Management and Behavioural Processes, Excel Books India, New Delhi.
Jex, S. M., & Britt, T. W 2014, Organizational psychology: A scientist-practitioner approach, 3rd edn, Wiley, Hoboken, New Jersey.
Jones, R. A. P 2007, Nursing leadership and management: Theories, processes, and practice, F.A. Davis Company, Philadelphia, PA.
Lussier, R. N 2008, Management fundamentals: Concepts, applications, skill development, 4thedn, Cengage Learning, Mason, Ohio.
Mullins, L. J 2010, Management and organisational behaviour, 9thedn, Financial Times Prentice Hall, Harlow.
Phillips, J., & Gully, S. M 2012, Organizational behaviour: Tools for success, 3rdedn, South-Western Cengage Learning, Mason, OH.
Pride, W. M, Hughes, R. J & Kapoor, J. R 2010, Business, 10thedn, South-Western/Cengage Learning, Australia.
Schermerhorn, J. R 2011, Exploring management, 3rdedn, Wiley, Hoboken, New Jersey.
Wagner, C et al., 2014, ‘The associations between organizational culture, organizational structure and quality management in European hospitals’, International Journal for Quality in Health Care, vol. 10, no. 1093, pp. 1-7.
West, M. A. 2012, Effective teamwork: Practical lessons from organizational research, John Wiley & Sons, Chichester, West Sussex.