Different Organisational Structures and Cultures at Stafford and Cleveland Clinic - Assignment Example

Running Head: Organisation and Behaviours Name Institution Course Date Table of Contents Task 1: Q1: Different Organisational Structures and Cultures at Stafford and Cleveland Clinic …………………………………………………………….03 Q2: Impacts of Organisational Structure and Culture towards Performance of Stafford Hospital …….……………………………………………………………………..04 Q3: Factors Influencing Behaviour of Individuals within Organisations .……05 Task 2: Q1: Effectiveness of Different Leadership Styles...…………………….05 Q2: Organisational Theory as Basis for Managers Work .………………….07 Q3: Approaches to Management used at Stafford Hospital and Cleveland Clinic …………………………………………………………………..07 Task 3: Q1: Impact Leadership Styles Have on Motivation …….……………..08 Q2: Application of Different Motivational Theories within Workplace……....09 Q3: Usefulness of Motivational Theory to Managers……………….…………..12 Task 4: Q1: Nature of Groups and Groups Behaviour in Organisations….......13 Q2: Factors Promoting or Inhibiting Development of Effective Teamwork in Organisation…………………………………………………………………..….14 Q3: Impact of Technology on Team Functioning …………………………..….16 References ………………………………………………………………………..18 Task 1: Q1: Different Organisational Structures and Cultures at Stafford and Cleveland Clinic Organisations have different structures and cultures. Organisation structure helps in 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 achievement of goals and values of the organisation (Jones 2007, p. 49). Stafford and Cleveland clinic has different organisational structures. Stafford hospital has a tall/bureaucratic/centralized structure. The power and decision making is made by 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, 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 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 is 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 has 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 performance of their duties. They strictly adhere to 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. The 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 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 needs of an individual and expectations of an organisation are incompatible, it may lead to rise of frustration and conflicts (Gamage& Pang2003, p. 63). It is therefore a 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 breakdown of communication. Task 2: Q1: Effectiveness of Different Leadership Styles Leaders are important people in an organisation. This is because they are expected to lead their firms towards prosperity. Every organisation has its own goals and objectives. Leaders are tasked with ensuring that the set targets are achieved within the set time limits, and, in a manner that satisfies all organisational stakeholders. Managers can choose from a wide range of leadership styles to adopt. This will depend on situations in the organisation and the effect that each leadership style has on the organisation. DuBrin (2008, p. 348) assert that leadership style is a distinctive pattern of behaviour used by a leader in influencing his or her employees in achievement of organisational goals. In this case, leadership styles have a broad impact on an organization. Leaders can choose to adopt autocratic, democratic or laissez faire kinds of leadership styles. Leaders have an influential effect on the people around them. This is to ensure that they get their maximum benefits for organizational success. In order to do this, a leaderchooses a leadership style. Autocratic leaders are the type that gives orders and insist they must be obeyed. Autocratic leader determines group policies without their consultation and gives no detailed information concerning organizational future plans (Aquinas 2008, p. 358). In essence, autocratic leader is the one that centralises authority and delegates no authority to his subordinates. This kind of leader can have a negative effect on the organization as they assert their ideas and force other members to execute. Nevertheless, autocratic leader thrives in time of crisis as group members require someone to show them direction in a short time (DuBrin 2008, p. 350). In addition, the situation may be bad such that a leader has no enough time to attain group consensus about a recovery plan. Democratic leadership style may be the choice that many employees wish their leader can exhibit. It may be because this style involves sharing of decision making between a leader and group members. Employees’ inputs are considered and are only given orders after they are consulted. Democratic leadership style is appropriate when subordinates have internal locus of control, task is complex and employees want to be involved (Lussier 2008, p. 329). Modern organisations favour this kind of leadership style. Laissez faire style involves use of no power by a leader. Moreover, subordinates are not given direction by a leader but are given complete freedom (Aquinas 2008, p. 359). The leader exists as a contact man who brings the resources and information needed by a group in accomplishment of a job. This leadership style is beneficial as the group members feels that they are valued and trusted to execute the roles they were employed to do. Q2: Organisational Theory as Basis for Managers Work Managers are now facing new challenges in form of globalisation, sustainability demands, rigorous ethical scrutiny, and intense competition. They are responsible for aligning organisational processes in meeting its goal and objectives and the needs of society. Understanding organisational theory by managers is important as it helps them in performing their work. Organisation theory is a manner in which organisations are seen and analysed more accurately to the extent that it is possible (Daft 2013, p. 24). Organisational theory presents tools useful in understanding, designing, and managing organisations in a more effective manner. It includes issues such as coping with increased size of the organization, adapting to a changing environment and managing internal conflicts. Moreover, it provides managers tools useful in shaping the right kind of culture needed in meeting organizational goals. Managers perform their duties by referring to various tools provided by organisational theory in making sure that their organisations are stable, effective, efficient and are tailored towards achievement of its goals. Question 3: Approaches to Management used at Stafford Hospital and Cleveland Clinic There are several approaches that can be used by an organisation in managing its affairs. Management holds an important position in the organisation as it is responsible for planning, controlling, coordinating and organising activities. They underline what to be achieved, how to be achieved and provides future direction for the organisation. Management is bestowed with authority and power which can be delegated to employees. Every manager chooses a management style appropriate for the organisation. There are behavioural, contingency, classical, management science and systems approaches to management (Schmidt &Rieck 2000, p. 59). Classic approach emphasises the use of organisational efficiency in increasing organisational success. The behavioural approach focuses on human variable as studies shows that human factors influence to a large extentto the work output (Schmidt &Rieck 2000, p. 59). The emphasis of management science approach is using scientific method and quantitative techniques in increasing organisational success. The systems approach focuses on viewing the entity as a whole in order to understand it while contingency approach involve looking at the circumstances or situation in the organisation before finding solutions. Stafford and Cleveland clinic uses different approaches in managing their operations. Stafford hospital management uses autocratic type of leadership style. Employees were never allowed to contradict management concerning the operations at hospital. The management dictates what to be done and how to be done. Repercussions met those who did not obey the management. On the other hand, Cleveland clinic used combination of behavioural and contingency approaches to management. The clinic emphasise delivery of good and quality services by being sympathetic and caring about the needs of the patients. The management analyse each situation separately in finding out the best possible solution to the problem. Task 3: Q1: Impact Leadership Styles Have on Motivation Competition has increased substantively and companies need to improve their performances by becoming more effective and efficient. Innovative solutions together with addition of technology are required in order for an organisation to gain a competitive advantage. Change must be introduced gradually and all members must be motivated to ensure that change is introduced in a manner it was intended. Leadership styles exhibited during this time is crucial to implementation of successful change. Motivation and leadership are mutually interactive, in that, leadership that is most motivating have most motivated followers (Buble, Juras, &Matic2014, p. 162). This is because of various researches showing that motivation is influenced by leadership style. Transformational leadership style brings continuous innovation, learning and change (Lussier 2008, p. 337). In periods of change, transformational leaders bring most motivation as they provide inspiration to the followers. Moreover, it contributes to leader effectiveness and satisfaction of both leader and a follower. During periods of change, employees need to be motivated. A leader with his or her style should offer the kind of motivation required in the transition period. Human relations leader emphasise task over people (Schermerhorn 2011). This kind of leader cares about others and tends to act in a manner that is tailored towards having harmony and a good working relationship. This type of a leader is more motivating as employees feel that their leader cares and sympathise about them during a difficult period. The opposite is autocratic leader who emphasise task over people. In this case, a leader acts in unilateral manner by delegating very little and does not share information with other organisational members. In times of change, employees are not motivated as they see that are doing the wishes of their leader. A democratic leader focuses on building participation amongst members and supports a shared purpose. This kind of leader is mostly admired in organisations and offer motivation to employees by respecting their feelings and sensitive to their needs. Q2: Application of Different Motivational Theories within Workplace Motivation is an important subject in organizational psychology as it is imperative in understanding different organizational behaviour. By having an understanding of what motivates employees, managers are able to understand the dynamics inherent in behaviours such as turnover, absenteeism and job performance (Jex& Britt 2014, p. 289). If a leader understands motivation that spurs performance, then he or she can predict the future performance of employees. Application of motivational theories is required as they provide reasons why some employees work harder than others. Therefore, a manager can understand the way to motivate each employee in order for them to work at optimal levels. This can be achieved through application of various motivational theories. Various motivational theories such as Maslow’s Need Hierarchy, Alderfer’s ERG, Herzberg Two-factor and Vroom’s Expectancy theories can be applied within workplace to understand what motivates employees and how to motivate them. Maslow developed a motivational theory by ranking the needs of the individuals according to their importance. Physiological needs are at the bottom of the hierarchy. They are needed for survival and include food, clothing, water and sleep. Safety needs are next and they constitute things required by humans for emotional and physical security (Pride, Hughes, & Kapoor 2010, p. 284). Social needs pertain to human requirement for love and affection while esteem needs is demand for respect and recognition. Self-actualisation needs are at the top of hierarchy and it is the need to grow, develop and be what we are always capable of being. Maslow’s theory can be applied by managers through identification of those individuals’ needs that initiates and directs behaviour (Amos et al., 2008, p. 175). This is done by considering those needs already satisfied, those that have not been satisfied, and then satisfy those needs at an appropriate time. Alderfer’s theory is similar to Maslow’s. However, Alderfer’s ERG theory contains only three sets of needs, that is, existence, relatedness and growth (Amos et al., 2008, p. 179). This theory is applied in the same way as Maslow’s Hierarchy but frustration occurs when a need is not satisfied. This theory is useful to managers as it helps them in understanding frustration of an employee. Herzberg’s motivation-hygiene theory explains that the satisfaction and dissatisfaction are distinct elements. Recognition, achievement, recognition and growth were found by Herzberg as the job factors mostly associated with satisfaction (Pride, Hughes, & Kapoor 2010, p. 285). On the other hand, supervision, job security, pay and working conditions are job factors cited as cause of dissatisfaction. This theory can be applied in a workplace by ensuring that there is presence of hygiene factors necessary for an employee to work comfortably. Managers should strive to make hygiene to be positive as possible but short-term improvement in motivation should be expected. The focus of the manager should be on provision of those factors that presumably enhances motivation. Expectancy theory is based on the humans’ unique characteristic of anticipating the future and adjusting their behaviour accordingly. The importance of expectancy theory to managers is that they are assisted in understanding the cognitive thought processes of an employee at the workplace and the manner in which it influence behaviour of an individual (Amos et al., 2008, p. 188). The managers challenge is in influencing a believe that individuals have will occur in the future. By undertaking this, a manager has the ability of influencing performance through individual cognitive thought process. McGregor’s Theory X and Theory Y can also be applied in the workplace. Theory X assumes that employees does not like work while Theory Y assumes that employees has no problem accepting responsibility and they work towards achievement of organisational goals (Pride, Hughes, & Kapoor 2010, p. 285). Theory X and Theory Y increase the managers’ awareness of social factors importance in a workplace. In an attempt to increase motivation, consideration of a number of factors is required as motivational process is complex and dynamic. Q3: Usefulness of Motivational Theory to Managers Efficiency is increasingly demanded by managers in the workplace. In order for employees to work efficiently, they must be motivated. Apart from good pay for their work, organisational members work for other reasons. By simply increasing an individual’s pay does not necessarily increase motivation or productivity of that person (Pride, Hughes & Kapoor 2010, p. 282). It is therefore imperative for managers to understand motivation theories. The hierarchy of needs developed by Maslow is important for a manager to know as it provides a useful way to view motivation of an employee (Pride, Hughes & Kapoor 2010, p. 284). Motivation is a tool managers used to offer inspiration to people to work in the workplace. Furthermore, they used it to inspire groups so that they can produce best results in a manner that is most efficient and effective. For this to happen, a manager need to identify factors that motivates employees. After this is done, implementation of those factors should be undertaken to be sure that workers are always motivated and productive. A number of motivational theories exist that can guide managers in understanding motivation. They also help them in identifying what needs to be done so that they can motivate individuals in the organisation. In order for a manager to motivate an employee, he or she needs to understand motivational process and what ought to be done in influencing the process (Amos et al., 2008, p.179). Maslow’s hierarchy of needs theory, Alderfer ERG, Herzberg Two-factor theory, and McClelland learned needs theory are useful to a manager as it enlightens him or her of various individuals needs and the way to satisfy them. Motivational theories such as expectancy and goal-setting are important to a manager in understanding motivational process. Moreover, they also assist in knowing what needs to be done in order to influence choices that are made by individuals in the process of motivation. In general, motivation theory assists a manager to know what really motivate his or her employee. Therefore, a manager would put mechanisms in place to meet them and thereby increase their productivity. Task 4: Q1: Nature of Groups and Groups Behaviour in Organisations Organizational groups are formed for purposes of working together in order to achieve some common goals. Groups are important to an organization as they accomplish tasks that were otherwise difficult or not possible when done by an individual. Groups are formed in four stages of mutual acceptance, communication and making of decisions (Griffin & Moorhead 2014, p. 257). These stages are sequential but may overlap. The last two stages are motivation and productivity, and the element of control and organisation. It is necessary for members to have some kind of interaction to a certain degree in order for any group to function properly. The behaviour of individuals in a group can be influenced by group pressures and the leadership style adopted by a leader. The members of a group have a sense that they belong to a group. This is an essential characteristic of any group. After the formation of a group is finalised and members perceive themselves as belonging to a group, the group starts carrying out the functions they intended to perform. Groups can either be formal or informal. Formal groups are created by management to be part of the organisational structure. They posses appropriate authority required in successfully carrying out its assigned functions. Management provides these groups with physical and financial resources because they are formed to further the organisational aims and objectives (Mullins 2010, p. 311).On the other hand, informal groups are normally formed by employees to advance their own agendas. The norms and behaviour of these groups are drawn from amongst the members. In terms of permanency, they have shorter life than formal groups. In most cases, informal groups are formed to satisfy the social and security needs of individuals that formal groups cannot provide. The behaviour of work groups are shaped and influence by a number of factors. In fact, cohesiveness and performance of organisational groups are affected by size of the group, compatibility of the members, and permanence of the members (Mullins 2010, p. 314). Communication and co-ordination problems arise as the group increases in size. A higher level of supervision is required in larger groups. Absenteeism becomes high and the handling of the group tends to be difficult. Cohesiveness is promoted easily when group is more homogeneous in terms of attitudes, interests, shared backgrounds and values of its members. The spirit and relationships in a group develop after some time. Slow occurrence of changes and members that have stayed together for some time are more likely to have cohesion. In conclusion, a group that was formed because of common understanding of its members about what is to be achieved is more likely not to have many problems accomplishing its tasks. Q2: Factors Promoting or Inhibiting Development of Effective Teamwork in Organisations Organisations always strive to have a team that works together for the common good of the enterprise. Teamwork enables an organization to achieve some objectives and goals that were not otherwise possible when performed by individual members. Groups progress through various developmental stages before being effective teams. After groups are formed, members familiarise themselves with each about the team’s purpose, goals and its lifespan (Phillips & Gully 2012, p. 394). The group members begin to bond with each other by becoming more cohesive and each member roles and responsibilities are clarified. As the group gains an understanding, it becomes an effective team that knows its roles. A team that adapts to the changes in the environment by responding effectively ultimately achieves its set targets within the allocated time. Effective teamwork is required in the organisations. However, there are factors that promote or inhibit development of effective teams. Loss of effort by a team member because of the difficult work inhibits teamwork development (West 2012, p. 21). At times, people work less hard because their efforts are evaluated as a group and not individually. Although many people think that groups are more reasonable and logical in making decisions than individuals, it may not necessarily be true. This is because important social processes that have an effect on a team decision making is often neglected. One of such a process is team members’ tendency to agree with opinions voiced by those occupying senior position in the organizational hierarchy. For example, the doctors’ opinions have a greater influence than those of nurses or receptionists in most of teams in the healthcare sector. These factors inhibit development of successful and effective teams. The work of a team affects people within and outside the organization. Members of a team depend on each other in performance of their duties to a larger extent. They are suppose to work together closely, supportively and interpedently for achievement of team goals (West 2012, p. 27). Open and clear communication facilitates effective teamwork. All the members of a team should exhibit respect to timelines, responsibilities and targets. Effective communication facilitates this kind of cohesion. Effective leadership benefits the teams as leaders’ supports collaboration through coordination and encouragement to the team members to speak freely during team meetings. Diversity in teams promotes effective teamwork. A diverse team is constituted by people of different cultures, personalities and talents. Additionally, creativity and innovation is promoted by diversity and members respect differences of each other. In this case, effective teamwork is supported. Q3: Impact of Technology on Team Functioning Technology has impacted heavily on the functions and processes of the organisations. Business enterprises that have not fully embraced new technological inventions are finding it difficult to compete with organisations using technology to enhance their operations. Teams are also using technology in coordinating and communicating with each other. Various technologies such as computers, e-mails, and mobile phones have improved team functioning (Beatty & Smith 2013). Teams must update their knowledge on new technologies for them to function effectively. E-mail is useful to a team as it enables asynchronous communication. This means that members of a team are not required to be in the same place at a specific time for communication to take place effectively. Prudential introduces remote team working which has had significant benefits to the organisation. They started by acquiring the ‘right’ technology and kind of hardware needed by teams to function properly. Teamwork is crucial in accomplishment of some tasks that an individual cannot successful carry out. Technology aids a team to function more efficiently through avoidance of unnecessary meetings that are communicated through a common technological platform. Personal computers allow members in a team to perform the work assign by the team from virtually anywhere. This is because technology creates access to numerous volumes of information necessary in completing a task (Beatty & Smith 2013). The introduction of remote team working at Prudential has ease off the need for members to be in their offices. Customers’ needs are satisfied immediately as workers can carry out their work from outside the office using technological devices adopted by the company. The groupware enables effective functioning of the group as they can delegate, collaborate and plan meetings in a virtual environment from anywhere in the globe. This reduces the travel expenses as teams can function and carry out assigned duties without the need to be in a specific location with other members. References 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. 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PowerPoint Presentation for Task 1 Slide 1 Hi, my name is_ and I am studying _. I am here to talk briefly about the organisational structures, cultures and behaviour of individuals at Stafford hospital and Cleveland clinic. Different organisations have different structures and cultures. The structure that an organisation chooses has an impact in providing stability needed in decision making. Stafford and Cleveland has different structures. I will start with Stafford hospital. Slide 2 Stafford hospital has a bureaucratic structure. The power rests with the Trust boards. Decisions are made by a few individuals at the management without consultation of other organisational members. Decisions are made at the top and pass onto lower level members to implement. Slide 3 Cleveland clinic has a decentralised organisational structure. The power is spread throughout the organisation. Decisions are easily made as various departments have authority to implement what they deem fit in solving a given problem. The structure is tailored in such a way that the issues raised by patients are solved accordingly. It is a patient-centred kind of structure. Slide 4 Next, I will talk about Stafford and Cleveland clinic organisational cultures. The culture at Cleveland clinic is provision of the best healthcare to its customers. Respect, courtesy and focus on needs of the patients are exhibited by each staff member. Slide 5 Stafford hospital has a ‘negative’ culture. Problems raised are simply ignored by the staff members. No regard to cleanliness as there is a culture of tolerance towards poor standards. Negative attitude is exhibited by staff. Additionally, they show no compassion or caring attitude. Slide 6 Organisational structure and culture has impacts on the individual behaviours of Stafford and Cleveland clinic staff members. Individuals at Stafford hospital had non-caring behaviour evident by their tolerance to poor standards. They have low morale and are in a state of denial about the situation at the hospital. On the other hand, Cleveland clinic individuals show respectful and courteous kind of behaviour in every situation they come across. Additionally, they have cooperative and professional behaviour and communicate with empathy. Read More