Organizational Culture and Structure Analysis

This document is a comprehensive collection of references related to organizational culture and structure. It includes articles, books, and research papers that explore various aspects of organizational behavior, such as communication, leadership, and employee engagement. The references are organized in a way that facilitates easy access and understanding of the concepts. This resource can be useful for students, researchers, or professionals looking to deepen their knowledge in this field.

Running head: Healthcare Environment 1
HEALTHCARE ENVIRONMENT
Student Name
Institution

Healthcare Environment 2
Introduction
Healthcare organization needs a good environment that can facilitate good service
provision according to the required healthcare standards. Healthcare environment includes the
organizational structure and culture. In case the organization is divided into different division the
structure is called divisional structure. A healthcare facility that offers social activities services to
clients with disabilities needs a high level of adherence to standards of practice. Cerebral Palsy
patients are those patients who have mental disabilities that require physical activities with many
benefits. The mental problem is particularly tied to balance and coordination problems and need
special social training. Happy Places is a healthcare organization that offers social activities to
Cerebral Palsy patients at each of its four centres located in four different locations. Each entre
has organized management that is headed by centre manager and is reporting to the CEO heading
senior management. The following paper describes the organization structure, impact of structure
on organizational culture and roles or responsibilities of centre manager of Happy Place
healthcare.
The type of organizational structure in Happy Places
The type of organizational structure that can be seen in Happy Places is divisional
organization structure. This type of organizational structure consists of various divisions called
centres. The divisional organizational structure mainly composed of structure headed by the
CEO though the organization has many divisions that are based on the geographical locations.
Happy Places is organized in terms of geographical divisions called centres and some of the
centres are based in London Boroughs; Lewisham, Southwark, Newham and Tower Hamlets.

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The divisional organizational structure is based on accountability that rests on the centre
manager. The organizational structure works as a profit centre that offers social activities
conducted as per the healthcare goals and objectives (Papa et al 2008).
The divisional organizational structure has various advantages that are visually seen of
the managerial style used in the healthcare. Firstly, the divisional structure according to Happy
Places managerial style raises the accountability for centre staffs led by centre manager. The
accountability is required by the healthcare standards of practice. Secondly, the centre as a
division increases competency in raising disability young adults since the centre work according
to the local prevailing conditions. Thirdly, divisional organizational culture contributes to
organizational culture particularly the health care standards that are important for the operation
of health care in the United Kingdom. Fourthly, the approach speeds the decision making process
since the structure works in accordance with local management in consultation with the senior
management (Thareja 2008, No. 4).
The divisional organizational structure is also characterized by some disadvantages that
need to be minimized. Firstly, it is likely to have more staff than the activities that take place
within the healthcare. The centre has staff that can overstretch the resources as the centre
operates on its own with many staff. These numbers of staff should be compared to the number
of disability clients that are 15 in number. Secondly, the structure reduces the advantages of
economies of scale due to separate centres. Due to the division of Happy Places into centres,
economies of scale is limited and for it to work in this healthcare supply of good must be done
through main office. The operation becomes challenging when the centre management seeks to
take advantage of economies of scale. Thirdly, transfer of skills between staffs from one centre

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to another is difficult since staffs are based on specific centre. In addition, transfer of staff from
one location to another is difficult in Happy Places. Finally, developing strategies for each centre
is not easy and may interfere with the strategies for the whole organization. As division function
autonomously, there is a need for some locally developed strategies to see the operation (Jex &
Britt 2008).
Another organization structure that can also describe the organizational structure used in
the Happy Places is Line organizational structure. In line organizational structure is where there
is a direct vertical relationship between centre management and senior management (Jill &
Lesley 2012). The relationship between the CEO Collins and centre managers at various centres
is tied to the line organizational structure. All centres are charged by mandate to offer social
activities to those disable youths and this is connected to the overall organization within this
structure. In line organizational structure, there are different organizational levels that are
interconnected through a vertical line of relationship. This relationship can sometimes be due
advisory or consultations that are offered to the lower level of the organization. The line
organization normally simplifies and distinguishes the authority within the organization while
increasing the level of accountability. This implies that staffs at the centre level are expected to
behave in a manner that befits their level at the organizational level while acknowledging the
authority. The only problem in this type of organizational structure is overloading of junior
officials since centre staffs are the one carrying out all organizational mandates (Hartnell &
Kinicki 2011).
How the organizational structure in Happy Places could impact its culture

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The organizational culture is highly impacted by the organization structure and this is
also true with the Happy Places. Firstly, organizational structure determines the organizational
communication. An organizational culture such as the divisional organizational structure
determines the communication between the centre manager and other staffs. For instance, each
centre can develop and implement current communication technology based on the
organizational structure without conflict within the organization. One most important aspect of
organizational culture is the communication and determines the way the organization is
managed. Communication helps the management to delegate roles especially when it come to
dealing with junior staffs. In the case of Happy Places, each centre has its communication
autonomously though it’s also connected to the senior management (Islam & Zyphur 2009,
vol.34).
Organization structure also determines the decision-making process which is another
aspect of organizational culture. Decision-making process is an important organizational culture
that plays a very critical managerial role. The organizational structure is directly connected to
decision making process since the structure determines those responsible for the decision-making
process. Organizational structure allows the channel of decision making process follow the norm
and become effective throughout the organization. This is also true with the case organization
which has vertical channel of decision making. For instance, all matters discussed during weekly
centre meeting is also communicated to senior management through centre manager. In addition,
organization structure determines the implementation of the decision that is made through the
centre manager (Lim, Griffiths & Sambrook 2010, pp 969–978).

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Organization structure has a direct impact on the flexibility of organizational culture and
the ability of staffs to adopt or implement organizational culture. The organizational flexibility is
important to ensure there is continuous review of organizational behaviour with necessary
improvement (Lim 2017, pp 16-18). Furthermore, organizational culture is highly facilitated by
communication within the organization and has a lot to do with organizational structure.
Organizational culture also ensures the free flow of information between senior management
staffs and the centre. This implies that any need to implement the decision of senior managerial
staffs especially on the healthcare core values is dependent on the organization structure. For
instance, the organizational structure used in Happy Places limits top to bottom communication
since meetings begin within the centre going to senior management. Communicating the
organizational culture particularly from the senior management is, therefore, difficult in the
organization. This has the adverse effect of organizational culture, especially where there is need
to adopt new organizational culture (Burman & Evans 2008, pp. 22–27).
The divisional organizational structure has an impact on the staff interaction within
Happy Places. Staffs interaction is another organization culture that is highly influenced by the
organizational structure. Within the organizational structure found in the healthcare allow
interaction at two levels of the organization. The firstly level according to the organization
structure is at the centre where there is an interaction between various staffs such as disability
nurse and social work student or nurse and the centre manager, or between staffs during weekly
meetings. The second level of interaction involves senior management and the centre
management represented by centre managers. This level of interaction is determined by various
level determined by organizational structure. Line organizational structure is another structure

Healthcare Environment 7
that also sets the level of interaction between staffs in the organization. The only difference
between divisional and line structure is the vertical interaction that exists in line organizational
structure (Beyer & Haug 2014).
The role and responsibilities of each centre manager
Centre managers for each of the four centers found in Happy Places play an important
role coupled with various responsibilities. Firstly, center managers play an important role in
managing all the daily operations. It is the role of the center manager to ensure that various
activities such as physical activities which are some of the center social activities mostly offered
by disability nurse to 15 young adults. Centre manager has the responsibility of ensuring that all
the disabled patients are offered the necessary services as part of daily operations. Daily
operations also include other activities that are done by other staffs within the centre. Daily
operations such as transactions are also overseen by the centre manager since the manager
reports back to the senior management headed by the CEO Collins (Jill & Lesley 2012).
Moreover, centre manager play a critical role of senior management is updated on the progress of
the daily centre operations on daily basis.
Secondly, centre managers develop a good relationship with both the communities
around the centre and clients. Centre manages to play a critical role in ensuring that the centre
does not operate in isolation. This is particularly important in getting disability clients that take
part in social activities. Moreover, for continuo coexistence in those areas they operate, centre
manager connects the business with the local authorities that are part of stakeholder chain of the
healthcare facility. The relationship between Happy Places with the local community is

Healthcare Environment 8
important for the supply of various locally available materials that are used in day to day
activities of the centre. Thus the manager brings the healthcare facility and the community
together for common good (Sopow 2007).
Thirdly, centre manager monitors the relationship between those caregivers and their
clients. Happy Places works to provide quality service to the community as evidenced by
frequent meetings to ensure the smooth running of the facilities. These activities are monitored
by centre manager that particularly carries the organizational culture of Happy Places. In line
with this role, the centre manager carefully monitors and evaluates the quality of service that the
disability nurse together with other four staffs offers to these disable young adults. This role
considers the ethical standards of practice required for handling people with disabilities. For
instance, some social activities offered to Cerebral Palsy patients include hand play and physical
fitness activities and these should be done professionally (Department of Health 2009).
Centre manager ensures that there is good communication between the centre and senior
management of Happy Places. All the information discussed in both centre staff meeting and that
of senior management is communicated through centre manager. This ensures that running of
each centre goes according to the organizational goals. For instance, monthly all resolutions and
updates discussed in a weekly meeting at the Happy Places centre are communicated to the CEO
via the centre manager. This, of course, includes the progress and challenges that the centre is
facing that need solution from senior management. Continuo flow of communication between
the senior management and the centre management make the operations of the centre easy
(Buchanan & Huczniski 2017, pp 189–202).

Healthcare Environment 9
It is the role of the centre manager to offer consolation to all the employees within the
centre to guarantee quality service to clients. The centre manager is responsible for any feedback
from the community and this enables the manager to advise both the complainant and the staff
involved accordingly. The centre manager also handle complains between staffs on their daily
activities which are then discussed during the weekly meetings to obtain a solution. For instance,
sometimes a little disagreement between support workers and the nurse requires the intervention
of the centre manager to solve the issue. The guidance of the centre manager also ensures that
there is full compliance with the health care practice regulations. Which make the facility
continues to operate in those locations without the ministry of health interference (Montana &
Charnov 2008).
Centre manager plays an important role in the identification of risk that may likely to
effects the centre and opportunities that may serve to expands the center's operations. Being the
key holder of the Happy Places’ culture and philosophy, the centre manager identifies the
opportunities for expansions in line with organization’s goal. Strategic risks that are most likely
to affects the health care such as underutilization of healthcare facility by locals are identified by
the centre manager. Moreover, the centre manager in consultation with senior management
formulates the solutions to strategic risk. The strategic risk may require the healthcare to change
its strategic plan so as to continue giving care service to the community (Skapinker 2016).
Centre manager is responsible for financial monitor and centre transactions. Centre
manager is responsible for any business transaction that takes place at the centre and this may
include supply for essential materials. Centre manager monitors budget and spending within the
healthcare facility to ensure that the budget works as plan. In addition, centre manager is also

Healthcare Environment 10
responsible for sourcing of funds that are used in the facility. Financial monitoring is important
to ensure that the healthcare continues to operate in the community and does not become
insolvent. To ensure good financial monitor, accounting records are properly kept and are in line
with expected standards. This is also important for auditing for the centre financial performance
that is done via the senior management (Modaff, DeWine & Butler 2011).
Centre manager is responsible for staffs performance and staff monitoring within the
centre. As a manager, centre manager ensures that all staffs are performing their duties and
serving disables clients as per the requirement. Centre manager is expected to give the required
progress report to the senior management on the performance of each staff at the centre and
challenges affecting those staffs. In line with staff performance, centre manager is responsible
for staff appraisal and staff promotion. The centre manager therefore, recommends any good
performing staff to the senior management for promotion or demotion. Upon the completion of
the placement, social work student also receives the recommendations from the centre manager
(Jill & Lesley 2012).
Conclusion
In conclusion, Happy Places as a healthcare organization is organized based on the
divisional organization structure. The organization structure is divided into centres that operate
to offers social activities for disabled young adults. Each centre is managed by centre manager
that is directly answering senior management headed by CEO Collins. The divisional
organization structure has both advantages and disadvantages to the health care. The

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organizational structure has an immense impact on the organizational culture as it raises the
accountability culture of staffs.

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