The paper "Ambulance Service’ s Strategic Plan Issues" is a wonderful example of a Management Case Study. This paper has opted to render an analysis of SA Ambulance Service (SAAS, for brevity), the sole provider of emergency ambulance transport, clinical care, and patient transport services in South Australia. The organization is going to be studied through the modernist, symbolic-interpretive, and post-modernist perspectives, with an aim to bring into light issues or concerns that SAAS may have to face or is currently facing with respect to its organizational design and function. SAAS is owned by the South Australian state government.
It provides pre-hospital care and emergency and non-emergency ambulance services in South Australia. It operates one hundred eight (108) ambulance stations across South Australia, with its fleet of three hundred fifty (350) ambulance vehicles. SAAS employs approximately one thousand two hundred (1,200) full-time staff, who are backstopped by double this number of volunteers (cf. Facts and figures, [n. d.]). Its headquarter is in Eastwood, South Australia (IBIS World, 2009). SAAS offers such services as patient transport service, which attends to all non-emergency cases; education unit that provides training for its employees and volunteers; emergency operations center answering emergency triple-zero calls and coordinates the state’ s ambulance resources; special operations team for specially-trained paramedics for high-risk rescue procedures; and, support services that include computer systems maintenance and corporate services (IBIS World, 2009).
On a daily basis, SAAS receives an average of four hundred (400) triple zero calls. In a year, the inbound calls reach an average of four hundred thousand (400,000). And, SAAS paramedics and ambulances actually respond to an average of two hundred fifty-thousand (250,000) cases yearly (see Who we are, [n. d.]). SAAS is being managed by an Executive Management Team.
The chief executive of South Australia Health is responsible for the administration of SAAS and appoints and delegates appropriate managerial powers to its chief executive officer. At the corporate level, SAAS ultimately reports through SA Health to the Minister for Health. However, it maintains its status as a separate entity as it reports to the Department of Treasury and Finance. For operational matters, the SAAS has a close relationship with the Operations Division of SA Health (see Structure, [n. d.]). MODERNIST PERSPECTIVE ON SAAS At the outset, to analyze SAAS through the modernist point of view of organization theory, let it be disclosed that the focus of the scrutiny is the environment of our ambulance service provider.
It is true that a fuller analysis of an organization will only be done by considering not just the environment of the organization – a delimitation of this paper – but also its social structure, technology, and culture. However, this paper is biased in primarily taking into account the integrative framework of the organization and its environment.
Just like all other social groups, an organization such as the SAAS is considered an open social system. In itself, an organization is involved with myriads of external elements. Daft, Murphy, and Willmott (2010, p. 166-167) write that the change and complexity in environmental domains translate to major implications for the design or order and action or activities by an organization. In fact, the decisions and actions taken by organizations are said to be traceable to the changes that are perceived (by the same organization) in the external environment.
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