Organizational Structure And Leadership Style Of Greater Baltimore Medical Center

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Organizational Analysis: Greater Baltimore Medical Center
The adaptability of healthcare industries in an evolving world of change requires dynamics to identifying weakness and distinction. Often times, these organizational modifications mirror changes in the society. They are inspired by collective experiences, perceptions, norms, values, economics and political forces at a given particular period (Thomas, 2014). The purpose of this paper is to explore the organizational structure and leadership style of Greater Baltimore Medical Center (GBMC), identify its culture, mission, values and goals. The complex adaptive system, level of greatness and readiness for change will also be addressed.
Complex Adaptive System
Currently, the complexity of the adaptive system of the healthcare organizational structure remains convoluted due to the opposition to change, the fear of the unknown and the acceptance of unpredictability. According to Plesk & Greenhalgh (2001), the complex adaptive system (CAS) in the 21st-century healthcare organization comprises of a group of individual representatives with the autonomy to operate in a manner that is not entirely foreseeable thereby hindering the outcome of other agents. Due to multiple disciplines operating collectively to achieving the desired outcome, work environment could be inhabitable for some while adapting to change. One of the challenges of the transformation of the CAS is the perception of seeing the whole as the sum of its parts,

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