Building organizational capacity in health care

Running head: BUILDING ORGANIZATIONAL CAPACITY IN HEALTH CARE
1
Building organizational capacity in health care
Author:
Course Name:
Institution:

Building organizational capacity in health care
2
Contents
Introduction......................................................................................................................................3
Bureaucratic structure......................................................................................................................4
Organizational strategy....................................................................................................................6
Restructuring of WMH....................................................................................................................7
Conclusion.......................................................................................................................................9
References........................................................................................................................................9

Building organizational capacity in health care
3
Introduction
Organizational capacity is defined as “the ability of an organization to fulfill its mission through
a blend of sound management, strong governance and a persistent rededication to assessing and
achieving results” (Grantmakers for Effective Organizations, 2003). Abilities analyzed
include human, material, financial, information and intellectual resources (Business
Dictionary, n.d). Capacity building is defined as a ‘process of developing and strengthening the
skills, instincts, abilities, processes and resources that organizations and communities need to
survive, adapt and thrive in the fast-changing world’ (Academic Impact, n.d).
The organization capacity relies on the theory they are founded on. There are a number of
theories and they are categorized based on the time of development. The categories are classical
theories, neoclassical theories and modern theories (Western Sydney University, 2018). The
classical theories include scientific management, bureaucratic management and administrative
management (Walonick, 2008) (Ferdous, 2016). The neoclassical theorists include Follet,
Mayo, McGregor, Argyris and Barnard. They developed the hawthorne effect and theory X and
theory Y (Western Sydney University, 2018) (Walonick, 2008). The modern theories
include the General systems theory, contingency theory, transaction cost economics, resources
dependency theory, institutional theory, population ecology theory and complex adaptive theory
(Western Sydney University, 2018).