Introduction
Job redesign is the alteration of a given (specific) job with the intention of increasing the on-job-productivity of employees as well as their quality of work experience as noted by Hackman (1975,p.4). Slocum (1981) on the other hand described the process of job redesign as the deliberate and yet purposeful planning of a given job and includes all of its social and structural aspects as well as the effects of these aspects on the employee. Mergers can have profound effects on the design of organizations. Certain changes may occur within the administration while other may occur within the general organizational workforce structures as well as organizational processes. There may be a need for the managerial positions to be simplified with the truncation of the redundant management positions. Some organizational functions may also need to be merged or even adjusted. As a result of politics as well as economics, there would be a need for service line assimilations during the merger. Additionally, there would be a need for the optimization of medical as well as operational procedures. The standardization of the clinical, information technology, business as well as clinical programs can be necessary for the increasing of the quality of the patient care as well as safety. This can also help in the improvement of staff as well as physician satisfaction as noted by Betka, & Mengwasser (2009).
How to begin the process of job redesign
The process of job redesign
Richard Veller, the new CFO for Union Medical Center, began to change the operations of their management. Richard Veller looked to change UMC to an industrial system, which meant that the hospital would view cases as products. Just like any ordinary business, these products would have cost objects and would require an accounting system. In order to allocate costs appropriately, UMC was required to organize their cases into Diagnosis Related Groups to create a functional management control system. These changes brought certain internal issues into the spotlight. If solutions are not found, the hospital will not be able to implement their plans.
Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.
In the course of this change, senior managers wish the whole organization can fit with the changed situation and the operation of the new reorganized structure can be more smooth and efficient. But also through this change, the middle managers, especially branch managers and
The Stanford Health Services and UCSF medical center merger was projected to have a great turnout as it was supposed to be “enhanc[ing] the academic mission[s], strengthen[ing] referrals, and creat[ing] a more cost effective teaching hospital” (Sjoberg, 1999). The two competitors joined forces in hopes that it would alleviate the pressures of the new managed care systems by merging resources and acquiring more bargaining power. Stanford Medicine and UCSF came together at a time when many other academic health centers were looking to improve their negotiating powers with healthcare plans and physician groups. The merger offered hope to UCSF and Stanford by strengthening training programs and offering innovation plans as well as financial support.
Fourth, both health care organization are anticipated that during our organizational restructuring on the Care Select Health System would most likely affect job satisfaction levels and potentially compromise the quality of services provided, yet evidence on the impact of hospital mergers on staff satisfaction is surprisingly scarce. Therefore, Care Select Health System staff might perceive mergers as a breach of the psychological contract (implicit commitments and expectations between employers and employees) when they feel they are not listened to, when they have to ‘suffer’ from delays in service development and job uncertainties. For instance, cultures of merging organizations might also clash when they have opposing attitudes towards
Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.
The first step that would have been determining how to increase our patient load being that two medical facilities located a short distance away are closing and the projected major hospital building a new medical office a mile away from us. After recognizing the chance, a plan needs to be drafted. Every area of this change needs to be examined including every possible problem that may arise not only during the planning phase but also once implemented. Therefore, it is important to ensure that all employees are aware and involved in the entire process. Collecting ideas/recommendations from employees may possibly contribute to averting preventable oversights.
In this paper I will be speaking on the Health Care Industry and how it has changed over the years. There are many aspects of the medical industry that have changed from how medical information is kept to how medication is given. In this paper I will be explaining how health care has changed over the last 10 years and what the biggest change is in the next 10 years. I will also speak about what my role will be in the health industry, especially when it comes to adapting my skills into the health care industry. Along with the information mentioned above I will be expressing my perception of how the health care has changed over the course of my
This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.
Although within the experience of dealing with such issues such as many investors trying to start and organization throughout the years, first things are great until many changes occur such as increases in insurance premiums and this causing the facility to lose patients because of it. “Rudolf Moos, Jeanne Schaefer, and Bernice Moos (2007) reports the guiding policies of a healthcare organization can affect the workplace. Compared with healthcare facilities that follow a professional model, those with a bureaucratic model are likely to have more centralized decision-making and formalized jobs, which are associated with a lack of support and autonomy, ambiguous work-related practices and high work demands and managerial control. In contrast,
Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon
Successful medical organizations have as their guiding principles a professionally stated purpose which encompasses and details their mission statement, vision statement, values statement, and broad strategic goals. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based upon fulfilling the purpose of these statements. Additionally, these statements must encompass the various aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) purport, “ Any organization planning as though it exists in a vacuum is ignoring factors critical for its survival” (p. 16). Without these guiding principles to serve as a direction for the
Breakings through the chains of corporate slavery is in full affect. In other words, nobody wants to work for a heartless corporation that does not value their staff. Individuals are educated and ready to make a career change if necessary. The overwhelming feeling of being imprisoned by a job is dreadful. Even the most loyal captive will seek an opportunity to break free from a dreadful organization. The sensation of being confined within an organization with no room to grow or expand is a daunting feeling. When individuals are treated as if they do not matter, it raises the question; why stay here? If employers are naïve enough to think that there are no other options for hard working people, they are wrong. The information being
Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.
Job design theory is an important concept in business management. The way a job is designed affects employee work performance. It is crucial that organizations create an environment where workers are motivated by jobs in which they feel challenged but at the same time, their work goes with the objectives of the company. Designing jobs properly will cause a positive impact on motivation, performance, and job satisfaction on those who perform them (Moorhead and Griffin, 1998). According to the hierarchical scheme of five basic needs of A. H. Maslow, people need to stay alive, to be safe, to be with others, to be respected and to do work that corresponds to our gifts and abilities (Bittel and Newstrom, 1990). Based