ANGLIA RUSKIN UNIVERSITY

Structure, Culture and the Healthcare Manager Essay

Healthcare Environment

S/N: 2020750

MOD004054/010

Word Count: 2746

27 November 2020
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CONTENTS

Introduction………..…………………………………………………………….2

Scenario one - Discuss the role of the healthcare manager……….……….….2-4

Scenario two - Explain how the organisational structure impacts organisational

culture…………………………………………………………………………4-6
Scenario three - Present different organisational structures in business, health
and social care organisation……………………….…………………………..
…...6-8
Conclusion………………………………………………………………………9
References……………………………………………………………....….10-11

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Introduction
Health and social welfare relate to how organisations operate and how they investigate
the functions of management among health and social care organisations. (Daft, 2016)
This essay gives a comprehensive overview of some scenarios in healthcare setting.

First, Scenario one addresses main role, duties and functions for the management of a
Nursing Home as well as management roles. Codier (2011) mentioned that nursing home
managers are essential for the success of organizational missions and objectives.

Secondly, Scenario two provides the mechanism of a reciprocal effect between

corporate culture and structure with a conceptual interpretation. At the beginning, it discusses
how organisational culture influences the design and execution of organisational structures
and then describes the ways in which the organisational framework has an influence on
corporate culture. (James, James, Ashe, 1990)

And finally, Scenario three presents numerous organisational frameworks in the

organisation of industry, health and social care and gives an idea of what is the best structure
for a start-up in healthcare setting. It describes three types of organisational structure:
functional, divisional and matrix, showing their advantages and disadvantages. Mullins
(2010) says that organisations use different systems according to their needs. Analysing all
features described above this scenario will help to identify what is the right structure of
organization to start on.

Scenario one – Discuss the role of the healthcare manager.

Management is defined as a process for achieving default targets through persons and
other resources that include social and technical functions and activities in organisations.
(Longest, Rakich, Darr, 2000). For more than a century, with distinct stages of evolution,
management has been an integral aspect of healthcare. (Ross, 2002).

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In today’s health and social care associations, a manager is a representative who has
been named particularly to guarantee that the targets in their period of remit are accomplished
successfully and efficiently. Charles Handy (1993) has described managers as being
authoritative GPs that analyse and after create treatment plans that treat hierarchical
disorders.

The concept of healthcare management includes the roles, capacities, competencies as

well as the duties of a healthcare manager. Managerial positions in healthcare organizations
are very different, they vary according to their titles, functions of their facilities and each of
them have their own importance and relevance in healthcare system. For example, in nursing
homes field there are administrator, manager (business office), director (food service),
supervisor environmental services (Chisolm S., 2007). Supervision, planning, managements,
admissions, finance and building assistance as well as the tenants of nursing homes is the
responsibility of nursing house administrators. To be competitive, they must have good
communication, leadership and business skills.

Nursing home managers are essential for the success of organizational missions and
objectives (Codier, 2011). In the next paragraph we will try to define, describe and analyse
the roles that attributes to them.

Firstly, one of the main roles of a nursing home administrator is planning. Most
recently, succession planning has been highlighted at the senior level of organisations that
will take responsibility and carry on the significant work of these organisations. A succession
planning approach is by structured programmes for leadership development. These systems
are designed to recognised management capacities in an organisation by focusing on specific
skills groups of individuals and assigning their match to jobs.

McAlearney (2010) estimates that there is an executive-level leadership development

programme for about 50 percent of hospital systems. Managers are presented with the
complex nature of healthcare organisations, and with the need for highly motivated and
competent staff, with succession planning for their businesses.

It is a matter of succession plans to do more to ensure that workers are able to step up
management positions in organisations and replace those people who quit and transition to
other organisational chances. In recent years, corporate leaders have been under stress since
Chief Executive Officer of Baby Boomers has expected several retirements (Burt, 2005).

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CEOs and other Senior Managers engage in the acknowledgement and advancement of their
organisations of leadership, who can bear responsibilities and carry out their essential work.

Secondly managers of large nursing homes regularly administer huge staffs, and they
are responsible for staff training, though this usually is done through the department heads.
Training and development of staff as perhaps the best way to improve organisational
performance. It can be shown that learning and development are involved in giving people
the ability to understand more and take charge of their lives.

Three distinctive exercises include the supervision of planning: preparation and review,
supervision of designations and discharge (Tsui, 2005). Goding (2005) points out that new
techniques have to be put into effect by clinical professionals. Using employees' expertise
and experience in the plan process will facilitate the plan's ownership and the attainment of
objectives.

Thirdly and not at least is one of the common roles of managers in nursing homes,
supervision. Supervision is described as a mechanism of accountability that supports, ensures
and improves the expertise, skills and values of individuals, groups or teams. The aim is to
enhance the quality of their work such that the accepted targets and results are achieved.
(CWDC, 2007).

This position is the greatest opportunity for training and growth and is more powerful
than any other practise, not only because it coordinates and combines all other choices, but
also because it is where the person makes sense of things and actually learns. With a strong
supporting boss, professional growth and advancement is maximised and staff members are
becoming more and more empowered and able to work independently. However, there are
authors who maintain the negative effect of supervision, for example Tsui (2005) takes a very
cynical view of power relations in supervision and argues that supervisors have superior
decision-making power in supervision. Good supervision is important to the quality of
service and offers a forum where issues and disputes can be resolved.

In conclusion the healthcare industry, managers are critical. They play a significant role
in their positions and responsibilities in the Health and Social Care (HSC) sector.

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Scenario two - Explain how the organisational structure impacts organisational

culture.
The structure and culture of an institution are closely linked and affect the company's
performance. To understand the impact of culture and structure on companies, we must
understand the culture, structure and business of the organisation. Structure and culture are
vital to the success of the organisation. The organisational structure was influenced by
culture, which in turn affects a company's ability to implement change effectively (Udod,
2017).
The structure of the organisation is defined as a relatively stable, planned or random
sequence of acts and interactions carried out by the members of the organisation. This
interpretation of the organisational structure is focused on the underlying premise that it is
objective, i.e. the belief that the organisational structure has its function (Dow, 1988).

Organizational culture can be characterised as "a system of assumptions, values, norms

and attitudes, expressed through symbols developed and adopted by members of the
organisation through mutual experience, which help them to determine the meaning of the
world around them and the way in which they act" (Janićijević, 2011).

There are many organisational culture theories that make the term a difficult one to
explore. For example, Handy (1993) defined four types of culture:

 Power culture – where certain people are given decision-making power. This is not a
reflection of the existing national health agency leadership model where team
decisions are taken. (French National Health Foundation Trust 2016, University
Hospitals of Morecambe Bay).

 Role culture – The roles and duties of employees with appropriate preparation,
credentials and areas of interest shall be assigned. Although role culture is aligned
with the values of the contemporary GP, an aspirational element that would unlock
the capacity of medical personnel could be argued.

 Task culture – concerned with the formation of teams in which individual participants
have a shared interest in completing challenges and meeting objectives.

 Person culture – defines a culture in which workers first feel themselves to be

responsible for the company.

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Organizational culture influences the performance of an organisational system by

shaping the Beat administration's interpretative plans as shown by the organisational structure
(James, James, Ashe, 1990). The essence of this effect can be twofold-both positive and
negative, depending on whether the new organisational structure is consistent with the current
organisational culture. The influence that the organisational structure will have on the culture
of business depends on the compatibility, on the one hand, of cultural principles and norms,
and on the other hand, on the way in which the work is carried out and on the completion of
the tasks, on the implementation of the particular organisational structure model in question.
(Janićijević, 2011)

Consider a good example to analyse of how the structure can impact the culture, we
will talk about hierarchical GP surgery joining with a flat structure social enterprise that is
run to by social workers.

Social workers and GPs frequently fail to understand the place, tasks and perspectives
of each other. Obstacles that may have to be removed by, among other things,
interdisciplinary education, co-location and informal networking. Together, social workers
and the GPs will consider similitudes and differences between the two occupations and some
of their historic luggage if they work together to achieve positive outcomes for people.

Naturally, health and social service integration is neither risk-free nor certain nor
readily available benefits. Cultural gaps have become a huge obstacle. The two health and
social care cultures, once described as the "Berlin Wall." by the Labor Secretary, would take
a revolution (Allen and Glasby, 2010). The integration of social workers and GPs on the one
side and between senior management teams in clinical commissioning group (CCGs) and
local authorities on the other hand can fail, given that trust and mutual respect exist.
integration may fail.

Of course, the existence of these cultural barriers has significant historical reasons.
Social care has long been a language of service empowerment, while national healthcare
systems still use the language of "diagnosis" and "cure". A strong relationship between GPs
and social workers will be the foundation to balance the two cultures. They are both assured
of their integrity and dedication. This will not be a word out of anything it will require active
engagement in the re-registration with eligible regulators, e.g. interdisciplinary CPD via
health and Social Care. The expand social and emotional aspects of care as outlined in the
case studies below are being explored in new collaborations between GPs and social workers.

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Finally, GPs and social workers working together are ideally equipped to create much
more cost-effective, integrated health and social care, and shared culture is required. Radical
change is important, but it can be made possible by social workers and the GPs working
together, their success would depend on the future of health and social care.

Scenario 3 Present different organisational structures in business, health and social

care organisation
The organisation organises the chain of command and information flow, instructions,
and events to achieve organisational success. Organisations use different systems according
to their needs. (Mullins, 2010). Organisational structures differ from hospital to hospital;
large hospitals are more complex than smaller health units with a much easier organisational
structure. In this scenario, we will discuss the different types of organisational structure, as
well as their specific strengths that will help us determine which on is the right to set up as a
new organisation in healthcare setting.

Some of the important organisational structures are as follows:

1. Functional Organizational Structure

A functional organisation structure is designated as a separate task, department,

division and other organisational components.(IONOS, 2018). The advantages of this easy to
size principle are that workers can specialise and perform more efficiently in their respective
areas. The functional structure also allows for quick decision-making. This makes it
particularly ideal for smaller companies that manufacture a very limited variety of wide and
low cost, standardised goods.

Potential obstacles between functional areas are drawbacks when such rigid division is
formed. The more a department operates, the worse it is able to communicate with other
departments and to look at them - often called "departmental egotism," that can be illustrated
in rivalry between interests, scandals and long-term inhibited performance. The lack of
emphasis on a specific market, goal or product and the high degree of standardisation and
formalisation also limit innovation.

2. Matrix Organizational Structure

This system integrates and bundles the advantages of practical and diverse frameworks
in a three-dimensional matrix. It divides work and divisions first into roles and then into
divisions. There are two different and equivalent dimensions of the competent authority to

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issue guidelines. This means that all employees have two parallel training ties – the
department director and the product manager concerned. (Point Park Univeristy, 2018)

The strength of the matrix organisation is that it can be changed to deal with changes in
the company's resources usage in a more versatile way. The shorter communication channels
and the availability of expert contacts provide always stronger decision-making and
information communication dynamics.

The system needs to be reported to two levels, which sometimes make it difficult to
do work particularly when all bosses compete individually. One that is ideal for the whole
enterprise cannot be easily presented. Organizational interdisagreement and the selfish
promotion of the individual departments may lead to interdepartmental rivalry and textbooks
and, once again, to bottles degrading shape. Because matrix systems are short-lived and
versatile, the management of existing units can be troublesome and may also be cost-effective
due to repetitive costs.

3. Divisional organisational structure

Whenever a company grows and needs to be more clearly structured, division

organisational structures, often called "divisional" or "business area organisation," become
necessary. In the following working areas, the subdivision is usually done:

• Services/Products

• Groups/markets target

• Regions/zones of sale

Each department is based on its own field of operation in this highly adaptable system
and thus operates faster, more strategically and more organized. The resulting check leads to
improved employee engagement. (IONOS 2018)

At the same time, more differentiated allocations allow for greater accountability and
effective tracking and assessment of individual business operations. For this reason,
divisional organisational structures can principally be found in large companies selling a
large range of specialised products and services for various sales markets.

One of the reasons why implementation is associated with higher cost and improved
cooperation efforts is that division structures are more distinct and thus require more
qualified managers. When different divisions operate or are locally far apart, divisional

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egotism and business duplication can also occur. In the worst case, this may lead to a
variation between the divisions' objectives and the company's true core objectives.

In order to be successful in a medical setting, an organisational approach must first be

established, which better matches the objectives. Perhaps the best way to develop the
operating model is like a new healthcare organisation. Many small companies best recognise
the main functions which are important to their sector by developing a „functional
organisational map. This kind of system is very easy to track and easy to scale, the tasks are
defined, the decision-making processes are fast, and the work productivity are high.

Conclusion

This report deals with the facets of health and social care organisations in order to
compare and contrast different types of corporate health and social care frameworks. This
was accompanied by the concept of an organisational culture of health and social care. The
aspects in which the structural and cultural dimensions of health and social care organisations
have an impact on the delivery of services are also explained.

Organizational culture and organisation, since they exert an extraordinarily strong

impact on the actions and success of both the company members and the organisation, are
among the most researched concepts within the organisational sector. This report began with
the presumption that these two principals have impacts and thus a greater effect on
organisational success when they match. Unless the organisational culture and structure are
compatible, the activity of the company and its performance will be influenced by significant
conflicts and problems. It is therefore important to know the effect on each other of
organisational culture and structure.

Other point that report have explained is that career in health management is
challenging and requires managers at all organisational levels to have strong analytical,
technical and interpersonal skills to carry out the management functions required to prepare,
schedule, hire, monitor and take decisions. A manager's position is crucial to ensuring high
organisational efficiency, and managers are also crucial to recruiting and retaining talents and
to planning succession. (Ross, Wenzel and Mityling, 2002)

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