Weslaco Organizational Culture

The organization which I attended to analyze their organization, based on the three levels of culture discussed in class was Moe’s Southwest Grill. Over the past couple of years, my friends from Bloomington-Normal have raved about how good Moe’s food is. I thought that this class assignment would be a good opportunity to take up one of my friend’s offer to go to Moe’s. Doing so allowed me to get some great food and to further look into the company’s culture. From walking in, to getting food, and eventually leaving, it was evident what the employees at Moe’s believe in and the culture within the organization. Specifically relating to artifacts, espoused and enacted values, and basic assumptions, Moe’s organizational culture was extremely apparent.

To understand the organizational culture of a company, one needs to start by looking at the history. Lakeshore Learning Materials was born from a divorced mother of three named Ethelyn Kaplan, who took a dream and a chance by moving her family to California in 1954 to open a toy store. When she started noticing that teachers were interested in her material, Ethelyn realized that she needed to expand her business into educational materials. 60 years later, Lakeshore Learning Materials has grown into a company with over 2000 employees, 60 retail stores throughout the United States and growing. Lakeshore Learning Materials is currently headed by Ethelyn’s grandsons, Bo and Josh Kaplan. Under the supervision of Bo and Josh, Lakeshore continues to be a leader in the Educational Materials, yet still able to keep the family culture that their grandmother started. Highest quality customer service and hard work are the core values that shape Lakeshore’s Organizational Strategy. These high expectations aren’t hard for employees at Lakeshore because the company is so loved by everyone that works there, that they give nothing less than the best.

Administrative staff remains at the top- level of the organizational structure, formulated of individual’s that have ownership (stakeholders) with the functions of operations in the healthcare facility. These important individuals are accountable for the enforcement on policies and regulations, with ensuring the implementation for public

Prepare a 10-minute presentation (10-15 slides, not including title or reference slide) on organizational culture and values.

Another secondary issue is the weakened employee expectations and employee performance, which adversely affects good patient care as well. The person in charge of patient registration is unprofessional to staff and patients. The facility is not clean because maintenance is slow in performing assigned duties. The parking is unsafe and unattended. The staff lacks the motivation to perform well.

As a Healthcare administrator there are many different challenges to be faced. Being the backbone of any company in general is a hard but rewarding task. On a day-to-day basis healthcare administrators have to deal with the bulk of the problems wherever they work. The people in these positions deal with things ranging from unethical doctors, to hiring and firing the janitor. The topic this paper is going to focus on is the type of issues healthcare administrators deal with when going through the process of employment for their doctors.

Workplace culture is often hard to describe, because it means something different in every organisation and many times employees feel it’s ‘just the way things are’. But so often it can define a company and when it’s not working well, everyone knows about it.

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

Healthcare professionals are faced with making multi-faceted decisions on a daily basis. These decisions are not just limited to clinical matters, but they include the total patient care experience. Because of emerging healthcare trends and complex health law and ethics, it is imperative that healthcare administrators have a professional organization that they can belong to. “The

The leader responsibility is to monitor the productivity levels and work to increase these numbers on a quarterly basis. In order to maintain or raise productivity levels the leader needed to connect with the employees and emphasis the importance of specific work objectives. Occasionally the leader would initialize special incentive programs to raise employee morale. The leader will “round” on each employee on a regular basis to hear any complaints or ideas to improve processes. Manager A not only connected with the employee but with the patients as well. Any consumer complaints are sent directly to the leader who then handles the complaint in a professional manner following organization protocol. This adds value to the organization through employee retention, profit savings, and consumer

The health care institution has traditionally been focused on the provision of high quality medical services. In more recent years however, while the institution preserved attention to the medical act, it also became more attentive to other business and administrative aspects. Some examples at this level include the more cautionary management and allocation of the resources, the recovery of the costs owed for the medical services provided or the ability to implement regulatory compliance.

At the board of directors’ meeting, board president received a letter from staff council of Oneida Home Health Agency (OHHA), highlighting various staff concerns and suggestions. Rachel Nelson, who had been hired as the executive director of OHHA, was shocked and angered to see the letter, since this was a clear violation of organizational hierarchy and brought her management skills into question. Rachel had replaced Chuck about two years ago, who left the agency in a bad financial position. Soon after her induction, she was joined by Annemarie as nursing director, replacing the previous director Dorothy who had resigned. Rachel and Annemarie had been trying hard to deal with the

The health administrator is new to Well Care Hospital, and the hospital for the past six months has been under scrutiny for breach of medical compliance. It is important that the top administrator be concerned about the importance of his or her conduct within

The members of the High power/ High stakes group are responsible for the financial success of the system. These members must be fully engaged in the management process. Each member of this group has a fiduciary resposibilty for running the system. This group provides the complience checkes and balances required in the system. This is the management and governace of the system. These stakeholders have potential legal ramifications to failure to fulfill their duties. The approach must be open and continious dialog on operations and consinious on major decisions. There must be transparency in financials and decision making. This the group the health care leader must worke closely with and be responsiable

According to Robbins and Judge, organizational culture is, “a system of shared meaning held by members that distinguishes the organization from other organizations” (Robbins 249). A strong organizational culture is one whose organization’s core values are both intensely held and widely shared. After viewing Enron: The Smartest Guys in the Room, it is obvious that Enron had not only an organizational culture that was strong, but one that was extreme and aggressive. This aggressive and strong organizational culture discouraged both teamwork and ethical behavior and in the end it only plagued Enron until it eventually collapsed under its downfall.