Organizational Design Of An Organization

Cambridge Behavioral Hospital is structured using a team-based type of structure to create an environment of ownership among the stakeholders. This structure supports the hospital’s plan because it relies strongly on collaboration, shared goals, common assessments, and other aspects of cooperation to achieve its various plans and missions. It is also a structured system of tasks, workflows, reporting relationships, and communication channels that link the diverse parts of the organization.

Alternative structures such as grouping by output/product or grouping by market are not options as they would result in “duplication of activities and resources, the erosion of deep technical expertise, missed opportunities for synergies and learning” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2009, p. M2-19). The matrix structure provided a potential positive aspect in that it would provide a needed cross-functional linking mechanism by mixing the functional structure with grouping by output/product, but the complexity, cost, dual systems, and dual roles resulting from the matrix structure historically resulted in either the functional or the output/product system becoming more powerful than the other.

The structure and design of organizations have drastically changed over the last twenty-five years. Organizations develop new goals at the beginning of the year or after the completion of previous goals, and heavily depend on planning to help achieve these goals. Planning is an integral part of organizational success, as upper management receives substantial information on various needs such as risk uncertainty, available resources, employee development, and unforeseen changes in technology (Daft, 2013). Most importantly, successful planning allows management to make effective decisions when unforeseen events arise within the organization. Not participating in planning is equivalent to taking a road trip across the country without a

The company is geographically located in most major united states locations. It employs a hierarchal organizational design. One of the contributing factors to its success is the company’s success in providing a dining experience for its customers that excel in choices, price, customer service, and serving size. The company is known world-wide for its delicious cheesecakes with the key factor being the variety.

Here is a first hand account of culture, structure and systems not being in harmony. In 1994, Ticketmaster (TM) United States became a major presence in the ticketing industry. As part of their growth strategy, they expanded through the re-acquisition of all licensees. One of the licensees was the Canadian Ticketmaster business. From 1995 to 1997, TM Canada was forced to transform organizationally to become similar to our American parent. The cultural breakdown occurred when transitioning from networked “(high on sociability; low on solidarity)” to mercenary “(low on sociability; high on solidarity)” (Langton & Robbins, 2007, p. #341-342). For example, the lack of accountability

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

Health care is forever evolving and is the driving force behind many of the current changes to organizations. Many of these attempts fail due to the person in charge not being effective in their role as the leader and the change is unstructured (Marquis & Huston, 2015). Having an effective change agent who is skilled in interprofessional relationships and team building can determine the success or failure of the process. Part of this change requires staff involvement to assist in implementing the process. However, changes are not always planned which causes chaos and frustration as it is a disruption to what is normal. The most successful is planned change, which is purposeful, calculated, and collaborative to bring improvements with the assistance of the change agent (Mitchell, 2012). Change also requires the vision and expert planning skills to coordinate the team and guide the process to ensure success.

Several key learning points may be derived from this case study. The most important objective is to understand the many and challenging problems in implementing a large-scale change within a health care organization. A disruption of current trends and practices needs a strong leadership presence that can help see the larger picture and direct the flow of work in the right direction. A second object of understanding the financing and human resource issues involved in this case study are also implied as attaining cost savings appears to be very important in this environment. The third objective is to identify ways

“Changing service means adjusting the structure needed to support that service" (Porter-O'grady & Malloch, 2016, pg. 322). When considering a change it is imperative that interprofessional teamwork be involved, this element underpins the change towards value-based care that will be the behavior change (Porter-O'grady & Malloch, 2016). This is the kind of change that will be looked at differently because of the new information in this chapter. Changing the current structure from traditional compartmentalization, that our institution seems to operates in to a complex adaptive system is needed. Complex adaptive systems are not vertically based, but allow staff members across the continuum to make contributions. I would change to this structure because this structure is research based in the sciences. Human

The scope of healthcare is continually changing. There still seems to be a continuation of issues within the aspects of healthcare delivery.

Seeing how the healthcare industry is always undergoing some sort of change due to new discoveries or procedural changes, it is important to be able to smoothly implement change

Organizations follow guides from different models of change to make change implementation powerful and successful. Health care settings will benefit using Kotter’s eight-step of change to make change happen. Change is constant, and organizations has to find strategies to reduce or eliminate resistance and challenges for those who are involve. The eight-steps includes Establish Urgency, Create Coalition, Develop Vision, Communicate Vision, Empower Action, Generate Short-Term Wins, Consolidate Gains/Produce More, and Anchor Approaches.

This work will present a comprehensive analysis of The Ideal corporation’s key critical aspects and characteristics from a multi-disciplinary perspective, and through the exploitation of comprehensive interviews.

Organizational design can provide quicker decision-making as some models help accelerate information flow and streamline decision-making. It can also provide personal growth by creating opportunities for people to take on different and challenging roles within the same organization. Any work process in the organization can be in scope for organizational design.

The structure of an organisation is built in order to achieve the distinct tasks by the labour and coordination between teams to provide goods and services. Organisational structure is selected in order to have a basic work and consistency according to the situation. The most foremost factors in an organisation are skilled labours, mutual understanding among the fellows and direct control to frame a good result. A good structured organisation results in quality production, which can be taken into peoples consider through marketing. When an organisation tracks in a solid structure, management plans and tasks can be easily constructed and executed. In this essay, I have been explained about the concept of Mintzberg five