Social Work with Organisational Culture and Management

This paper discusses the operational gap and needs of MercyHealth, a publicly funded healthcare organisation. It provides a project plan to improve the effectiveness and performance of the organisational operation. The plan includes aims, objectives, logic model, stakeholder analysis, project team, and resource implication. The project aims to increase operational integrity and improve the quality of healthcare services. The stakeholders include management board, human resource management, government authorities, individual charity, charity and trusty boards, suppliers, local community and patients, and employees. The project team includes a project manager, finance and accounts executive, communicators, human resource manager, recruiters, quality assurance and trainer, and project supervisor.

Running head: ORGANISATIONAL CULTURE AND MANAGEMENT
Social Work with Organisational Culture and Management
Name of the Student
Name of the University
Author note

2ORGANISATIONAL CULTURE AND MANAGEMENT
Table of Content
Introduction................................................................................................................................3
Operational gap and needs.........................................................................................................3
Aims and objectives of the project.............................................................................................5
Logic Model...............................................................................................................................7
Stakeholder analysis and strategies............................................................................................8
Stakeholder Identification......................................................................................................8
Stakeholder strategies.............................................................................................................9
Project team..............................................................................................................................11
Resource implication................................................................................................................13
Activities and Timeline............................................................................................................15
Breakdown structure of activities.........................................................................................15
Timeline...............................................................................................................................17
Conclusion................................................................................................................................18
References:...............................................................................................................................19

3ORGANISATIONAL CULTURE AND MANAGEMENT
Introduction
Social work is one of the most disciplined and responsible probations that involves
with people, family, community and individual. Therefore, any social work organisation
needs different project plan to improve their existing performance. In this paper the following
project plan will be developed for MercyHealth, which is a major publicly funded institution
located in Allbury, NSW. In this following section the operational gap and needs will be
analysed. An project will be also planned for improvement considering project aims, Logic
model, stakeholder analysis, strategic implication, project team, resource implication and
timeline. The purpose of this paper is to find out the operational gap and to provide
appropriate project plan to improve the effectiveness and performance of the organisational
operation of MercyHealth.
Operational gap and needs
MercyHealth is a publicly funded organisation that serves to a large population of
Albury-Wodonga and surrounding regions by providing different healthcare services. These
healthcare services include the aged care, metal healthcare, and community therapy and
rehabilitation program (Mercy Health Foundation., 2018). However, this organisation does
not provide any special care services for acute diseases like HIV, Cancer, Leukaemia and
others. In this situation, the healthcare management of this organisation refers the patient to a
reputed healthcare organisation with adequate governance that can help to improve the
condition of the patient. The organisation has different health clinics that provide primary
healthcare service to the local community and refer to main hospital of this organisation when
required.

4ORGANISATIONAL CULTURE AND MANAGEMENT
Recently a operation management team has conducted an internal inspection and has
published a audit report to the managerial bench of MercyHealth. As per this report, several
discrepancies in healthcare organisation is continuously hindering the organisational process
to provide the potential services to their patients. One of the major issues in these
discrepancies is lack of non-medical staffs, which is hindering the enrolment process of the
patient by making extreme delay (Bedford &Gehlert, 2013). Apart from that, the lack of
general practitioner in the local clinics is causing excessive long waiting list of patient. The
increasing amount of emergency cases and random occurrence of acute disorders in rural
areas are making this situation even worse. At the same time, lack of communication issue is
also causing several information anomalies, which are causing inappropriate follow-up
system. In this situation, a patient has to wait excessive amount of time in these clinics to get
a proper medical attention that decorates the health condition of the patient even farther.
These issues are increasing the fatality rate and mortality rate of the patents of the remote
area and isolated communities (Brinkmann, 2014).
In order to improve this situation the management of MercyHealth should focus on
more on their human resource management and their operational integrity. In this situation,
cultural incompetency can be a major cause. In local clinics, people from local community
are also appointed as a non medical staff especially for medical transportation system. At the
same time, several medical and non-medical staffs come from urban and city area which
creates a cultural incompetency (Chemers, 2014). The authority has to develop an effective
project plan to increase the operational integrity by cultural competency and to increase the
medical and non medical staff count in the local clinics. Through proper recruitment, training
and employee empowerment strategy the organisation can solve the problems.

5ORGANISATIONAL CULTURE AND MANAGEMENT
Aims and objectives of the project
After analysing the above issues and operational gap within the organisational
workflow and integrity two major aims for this project have been made. The primary aim of
this project is to increase the operational integrity through ensuring human resource
management quality while considering the scopes as well as potential keys for
implementation. The secondary goal of this project is improving the social responsibility of
the organisation through enhancing the quality of healthcare service providing that can allow
the organisation to handle increasing number of random emergency occurrence through
proficient coordination system. Considering the above aims of this project the following
objectives have been deduced accordingly:
1. Recruiting non-medical staffs in clinics:
Recruiting nom medical staffs in clinics can reduce the enrolment deficiency issue. With
adequate number of staff, the clinics can perform proper patient flow management system
with accuracy by wasting minimum amount of time for it.
2. Recruiting General practitioners for the clinics:
Recruiting General practitioners can increase the regular treatment count, which will be
beneficial for overall improvement. At the same time, due to adequate number of
practitioners, the patients would not have to wait for long time to have a appointment with the
doctors.
3. Developing appropriate coordination and communication structure for all
interconnected departments:
Appropriate communication and coordination structure can improve the information integrity
by allowing a information to take the simplest way to reach the right person. Apart from that,

6ORGANISATIONAL CULTURE AND MANAGEMENT
the quality monitoring and other technical issues could be also benefited through a more
effective coordination and communication system within the organisation.
4. Developing and implementing several training and development program for the
existing and newly recruited staff:
Adequate training and development allow the new employees to adjust with the work
environment with mutual understanding and mutual dignity (Dominelli, 2017). At the same
time training of existing employees will also allow them to provide higher quality service
while guiding the new employees within various departments.
5. Maintaining cultural competency through unbiased and secular environment
through appropriate leadership and monitoring:
The management of the organisation should ensure that the employees have the quality to
cooperate with their co-workers in any circumstances. The management can improvise many
group based event or professional workforce that will allow the workforce to work as a unit
by leaving any kind of discrimination behind.

7ORGANISATIONAL CULTURE AND MANAGEMENT
Logic Model
Program Objective:
Developing a strong and integrated workflow with recruitment, training and development programs with structural changes to ensure the
operational integrity and quality of services
Problem
statement
Inputs Outputs: Activities Outputs:
Participation
Short-term
outcomes
0-10 weeks
Medium-term
outcomes
Long-term outcomes
Poor work
efficiency
due to
insufficiency
medical and
non medical
staffs as well
as lack of
operational
integrity
Experienced
Human
Resource
Management
Communication
equipments
Training
Materials
Labour pool
Proper funding
Face to face and
verbal
communication
Selection and
Recruitment session
Training and
development
workshop
Instalment of new
communication and
coordination system
Human Resource
Management
Managing board
Individual charity
and trusty boards
Employees and
leaders
Australian
government
Newly recruited non
medical staffs
Newly recruited
Medical staffs
Less amount of
failed appointment
Proper Enrolment
procedure
Efficient and quick
information
interchange
Healthy and
culturally
competent
workforce
Increased success
rate
Improved treatment
count per day
Effective employee
satisfaction and
performance
Health improvement
of surrounding areas
corresponding to the
health clinics
Wide scopes for
further improvisation
for organisation’s
benefit
Better amount of funds
and cooperation from
government and non
government
organisation
Assumptions:
Government organisations and NGOs will provide adequate financial
support
The local and national labour market will be easy to reach and utilise
Workforce will accept the new structural changes
External Factors:
Government policies may change along with the political and
economical environment
Cooperation of suppliers as well as the labour market
Sudden natural or artificial changes can hinder the procedure

8ORGANISATIONAL CULTURE AND MANAGEMENT
Stakeholder analysis and strategies
Stakeholder Identification
Stakeholders Type of
stakeholder
Expectation of stakeholder Expectation of
organisation
Management
Board
Internal and
primary
Performance of the
workforce and organisational
operation
Appropriate decision
making and imposition of
effective strategy
Human
Resource
Management
Internal and
primary
Cooperation and
coordination of different
department to provide proper
information regarding
requirement
Qualified candidate
recruitment and training to
develop a well performing
workforce
Government
and authorities
External and
tertiary
Compliance of regulations
and policies
Cooperation and support
Individual
Charity
External and
secondary
Transparent and effective
utilisation of the fund
Enhanced amount of
funding and flexible
relationship
Charity and
trusty boards
External and
secondary
Transparent and effective
utilisation of the fund and
CSR reputation
Cooperation,
Understanding and
Enhanced amount of
funding and flexible
relationship
Suppliers External and
secondary
Proper price offerings and
cooperation from the client
side
Quality of the products
and services with viable
cost benefit ratio
Local External and Quality of healthcare service Trust on the organisation

9ORGANISATIONAL CULTURE AND MANAGEMENT
community and
patients
secondary and improvement of health while showing effective
cooperation
Employees Internal and
Primary
Workplace satisfaction,
cooperation and friendly
relationship
Quality of performance
with cultural competency,
healthy work environment
and employee loyalty
Stakeholder strategies
Power
High Government and
authorities
Human Resource
Management
Management Board
Medium Charity and trusty
boards
Suppliers
Low Individual Charity Employees Local community and
patients
Low Medium High
Interest
As per the stakeholder matrix the following strategies are effective for the stakeholders
Stakeholders Strategy Implication
Management Board Manage closely Management board should be managed
closely to have effective decisions as
per the situation (Van Wart, 2013)
Human Resource
Management
Manage closely Managing human resource will enable
the organisation to empower the

10ORGANISATIONAL CULTURE AND MANAGEMENT
workforce quality and performance
Government and
authorities
Keep satisfied Keeping them satisfied will allow the
organisation to proceed through a
violation free business process
Individual Charity Monitor Keeping under monitoring will allow
the organisation to increase the
membership
Charity and trusty boards Monitor Keeping under monitoring will allow
the organisation to increase the
partnership (Ghazi, Shahzada & Khan,
2013)
Suppliers Manage closely Supply management system will
sustain the service quality and improve
communication issues
Local community and
patients
Keep Informed Keeping the people informed will make
the organisation recognised and well
known.
Employees Manage closely Employee management will help to
implement most of the project plan
with ease (Turner, 2017)

11ORGANISATIONAL CULTURE AND MANAGEMENT
Project team
Role Number Responsibilities
Project Manager one Developing the project plan
Planning the activities and timely
Monitoring the reported progress report
Appropriate decision making
Finance and
accounts executive
two Developing the budget plan
Managing the cash inflow and outflow
Updating the budget as per the changed planning
Making the budget plan beneficial as well as feasible
Communicators five Acting as a perfect intermediary among different
stakeholders
Conveying message appropriately with proper details
Deliver message within time
Collecting feedback and developing report
Negotiating with external stakeholders
Human Resource
Manager
one Leading the human resource team
Monitoring the recruiting process
Making plan for appropriate training and development
Coordinating the employee empowerment process
Being informed about the cultural competency and
integrity within workforce (Payne, 2015)
Complying with workforce management regulations and
policies
Recruiters five Managing good relationship with labour market
Selecting appropriate candidate for non medical position
Selecting appropriate candidate for medical position
Cooperating with training and development department

12ORGANISATIONAL CULTURE AND MANAGEMENT
Complying with workforce management regulations and
policies (Ife, 2012)
Quality Assurance
and Trainer
five Providing induction and training to all candidates
Making them aware of code of conducts and
organisational policies
Making them enthusiastic about cultural competency
within the workplace (Healy, 2014)
Ensuring the operational integrity and optimum
performance
Providing improvement training to chosen existing
employees
Project supervisor two Supervising and monitoring the project plan
implementation
Taking care of effective coordination within the project
teams
Ensuring the accuracy of the implementation and
execution procedure
Reporting the project manager regarding any operational
discrepancy
Making primary decision during any sudden changes
internally (Kadushin & Harkness, 2014)
System analyst one Analysing the efficiency of the overall procedure
Taking care of the new communication system and
integrity structure
Reporting the project manager regarding any operational
discrepancy or changes
Making primary decision during any sudden changes
internally
Executing repeated testing to ensure effective instalment
of new system
Taking immediate action in case of system failure

13ORGANISATIONAL CULTURE AND MANAGEMENT
Making good communication with project supervisor
Support the new and existing employees or system users
to operates the new communication system
Resource implication
Budget planning is the essential part of any project planning. In this case, the budget
should estimate the expenditure as per the available assets and potential charity amount.
Therefore before the budget estimation for this new project plan estimation of the potential
capital from external findings and internal assets have to be analysed. From last few years the
total amount of donation and charity have been increased significantly. As per the internal
audit report of annual budget this rate is approximately 8%. The budget of the last year
project was around 275000 AUD (Mercy Health Services., 2018). However, taking the
increased rate of additional funds the estimated cash inflow will be at least 300000 AUD.
Therefore, according to this analysis for this project plan the critical amount of expenses
would be 300000 AUD. The following budget plan has been made by taking this analysis
under consideration.
Section Investment purpose Expenses (AUS $/ month)
Human Resource Monthly Payroll for communicators 30000
Monthly Payroll for trainers 45000
Monthly Payroll for executives 50000
External recruiter and consultant 15000
Reword and recognition 5000
Compensation 10000

14ORGANISATIONAL CULTURE AND MANAGEMENT
Cultural competency improvement events 2500
Total 157500
Direct Cost Rent of training and development premises 50000
Rent of equipments and accessories 25000
Instalment of new telecommunication system 30000
Repairing existing communication system 12000
Total 117000
Miscellaneous Transportation cost 1500
Communication cost 1500
Licensing and compliance 2000
Others 5000
Total 10000
TOTAL 284500

15ORGANISATIONAL CULTURE AND MANAGEMENT
Activities and Timeline
Breakdown structure of activities
Activities Description
Stakeholder
Communication
Communication with all stakeholders including internal, external
and tertiary stakeholder involves various procedure. These
procedures are face to face communication, Telephonic
communication, Texting and Email based communication. Meeting
can be performed for face to face communication (Lacey, Kennett-
Hensel &Manolis, 2015).
Desertion Making In decision making process the managing boards as well as all the
primary stakeholders will have the priority. However for developing
appropriate employee encouragement process the existing
employees will be also involved.
Project Planning Developing the project plan will consist of resource allocation of all
the involved personnel under the administration of deputy project
manager. Because of the workforce improvement purpose for
medical and non medical department the Human Resource
Department will also play a major act
Budget and forecasting The budget making will consist of developing the budget plan while
managing the cash inflow and outflow considering the expenses and
the inbound values from the individual charity, Government and
charity boards. It is also involved in updating the budget as per the
changed planning to making the budget plan beneficial as well as
feasible
Selection Recruitment For appropriate selection and recruitment, the recruitment team has
to maintain a good relationship with labour market to choose

16ORGANISATIONAL CULTURE AND MANAGEMENT
appropriate target segment for medical and non-medical staffs.
During the selection procedure, the recruiters should also ensure the
authenticity and potentiality of the candidates by aligning with the
job profile (Malik & Naeem, 2013). Throughout the selection
process Complying with workforce management regulations and
policies will be the major concern
Training and
development
Providing induction and training to all candidates including both
medical and non-medical staffs is the major purpose of this activity.
Though this training and development the trainers should make the
candidates aware of the code of conducts as well as organisational
policies and regulations (McCleskey, 2014). The training
department has to make the new employees and the existing
employees who are chosen for training enthusiastic about cultural
competency within the workplace while ensuring the operational
integrity and optimum performance.
IT Instalment and
repairing
In this phase the new communication system and coordination
structure will be install within this organisation will ensuring that
the local clinics and the main hospital is connected through
effective and advance telecommunication system. In this system the
existing disputed communication equipments will be also repaired
to improve the information integrity among the different
departments of the organisation.
System Testing and
report
In this phase several testing will be executed through simulated and
real time environment. In simulation environment, all of the
communication system will be assessed while executing them in
maximum potential ways to find loopholes. As per the outcomes the
progress report will be delivered to the superior management. In the
second phase, the communication system will be assessed by the
existing and newly recruited employees through regular work
practice under intense supervision (McLaurin, 2013). The progress
details and required changes will be reported accordingly.

17ORGANISATIONAL CULTURE AND MANAGEMENT
Project evaluation After the successful implementation under the supervision of the
project supervisor, the communication team will collect feedback
from the medical staffs, non-medical staffs regarding their
experience in the new communication and system and coordination
structure (Ozguner &Ozguner, 2014). Apart from that, feedbacks
will be also collected from the patients concerning their experience
in this healthcare organisation. It will help the project manager to
find any loopholes in the implemented system. In case of any
discrepancy, appropriate action will be taken from the management
side a part of further improvement process.
Timeline
Activity 1st
Wk
2nd
Wk
3rd
Wk
4th
Wk
5th
Wk
6th
Wk
7th
Wk
8th
Wk
9th
Wk
10th
Wk
11th
Wk
12th
Wk
Stakeholder
Communication
Desertion
Making
Project Planning
Budget and
forecasting
Selection
Recruitment
Training and
development
IT Instalment
and repairing
System Testing
and report
Project
evaluation

18ORGANISATIONAL CULTURE AND MANAGEMENT
Conclusion
As per the above discussion, it can be conclude that this project needs all stakeholder,
department and necessary personnel of MercyHealth to be involved. As per this report,
several discrepancies in healthcare organisation is continuously hindering the organisational
process to provide the potential services to their patients. The presented project plan is aimed
to eliminate most of these issues while improving the service quality and organisational
reputation. The increasing amount of emergency cases and random occurrence of acute
disorders in rural areas can also be handled through the appropriate and effective
implementation of this proposed project pan. Apart from that, it can be said the effective
cooperation of all the departments and employees irrespective of their positions and duties
can make this project successful.

19ORGANISATIONAL CULTURE AND MANAGEMENT
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