Impact of Organizational Structure and Culture on Healthcare Environment

This article discusses the impact of organizational structure and culture on healthcare environment. It analyzes the flatter organizational structure and healthy culture of Road organization. It also explores potential changes to improve the position of the organization. The article provides insights into the importance of maintaining an efficient work culture for the holistic development of the organization.

HEALTHCARE ENVIRONMENT

Executive Summary
Organizational structure is one of the essential components that are related to the work
culture of an organization. According to the case study, Road organization has a flatter
organization structure. It’s Founder Mr Frank Maintains a friendly and supportive work
environment. This is very much essential for the holistic development of the employees
of the organization and its employees.
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Table of Contents
Executive Summary...................................................................................................................1
Introduction................................................................................................................................3
1. Describe the Structure of the organization outlined below....................................................3
2. Organizational culture............................................................................................................4
3. Describe how the structure of this organization can impact the culture of the organization
culture of the organization..........................................................................................................5
4. Two potential changes to improve the position of the organisation.......................................6
Conclusion..................................................................................................................................8
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Introduction
Organizational structure is one of the essential components of an organization. Holistic
development of the organization depends on the work culture. In the study, the
organizational structure and culture of the road organization are done. Different theories
are recommended for the improvement of the Road organization. The relation between
the organizational structure and culture are analysed in a proper manner. The summary
whole analysis is done in the concluding part.
1. Describe the Structure of the organization outlined below
This kind of organizational structure is mainly known as Flatter. This kind of
organizational structure mainly comprises of the open forum of communication (Gabriel,
2015). The Structure of the organization Road is like that of the healthcare organization.
The organization comprises of Frank who is the registered Healthcare manager. He is the
founder member of the organization. There is team leader present who has the
responsibility to guide the team in a smooth manner. These structures are mainly
maintained in small organizations and start-ups for better healthcare facilities. In this
process, the democratic leadership is followed (Koirala, 2015). One nurse who has the
experience of the medical profession is present. Three support workers are and two
assistant support healthcare staffs are present who works under the supervision of the
team leader. One cleaner is there who is responsible for cleaning the office. Frank
maintains an open forum of discussion as the action plan is made with the participation
of all the employees.
The team leader or the founder before taking any important decision discusses it with the
employees. The employees are given full freedom to express their opinion in the mater
(Mehmet, 2015). It is seen that the founder of Roads Frank works hand in hand with his
employees. Feedback is given by Frank in a proper way so that the employees can
improve the quality of the work. Flatter organizational structure is important for the
growth and improvement of the healthcare staffs (Puranam and Maciejovsky, 2017). It is
seen that in this kind of organizational structure the efficiency of the employees is more
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compared to the other hierarchical structures. In the Hierarchical structures, there is the
existence of one-way communication (Seal, 2015). The leaders give an instruction that
has to be obeyed by the employees. If both the structures are compared then it is seen
that Flattery is more efficient.
2. Organizational culture
Organizational culture is the combined effort of carting ethical values, beliefs,
assumptions and sharing the personal idea to each other. A culturally integrated
organisation carries an extra brand value that impacts on their better healthcare facility
(Bipath, 2014). The organisational culture of ‘Road’ is healthy indeed. The hierarchical
structure of the organization defines the effectiveness of the organizational culture. All
the healthcare staffs are motivated to the common goal. Moreover, the leaders of the
organization prefer to be cooperative with the members instead of ruling with the
monopoly. The leadership has an impact to shape the organisational culture (Bell, 2014).
An open and cooperative leadership can always be helpful for the organisations to
develop effective results. The owner of ‘Road’ organisation Frank prefers to maintain a
healthy culture in his leadership. He is not directive and prefers to cooperate with his
staffs and prefer to share an idea with them. Moreover, he values the ideas of other
leaders and managers of the organisation.
Type of culture in the organisation
The cultural concept of ‘Road” organisation is very much similar to the role of culture as
per Handy’s theory of leadership. The hierarchical structure of ‘Road’ organisation is
applicable to the role of culture. Unlike the power culture, the role culture enables the
organisation to distribute the power hierarchically (Idowu, 2016). Moreover, everyone is
aware of his or her own roles and responsibilities and work for the common object. The
organisational culture of ‘Road’ prefers to distinct the distribution of power.
Additionally, the owners, members and the employees use to share each other’s idea. The
maintenance of the role culture is helpful to develop a good communication between the
members and the managerial of the healthcare organisation (Allameh, Ansari and Rezaei,
2018).
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.
3. Describe how the structure of this organization can impact the culture of the
organization culture of the organization
The organization has a flexible structure. The main concept that is maintained by the
organization is the Flatarchy. This mainly consists of team participation in any important
decision-making process of the organization (Zakharova and Korobeynikova, 2015). It
helps to develop a friendly culture inside the office premises. It is very much essential to
have an analysis and healthcare mechanism. The analysis and the health mechanism help
in improving the quality of care (Seal, 2015). According to the case study it is seen that
Founder of the Road organization Frank works hand in hand with the other employees.
He gives openly to feedback to the employees so that the positive and holistic
development can be done by the employees to increase the quality of service.
According to the organizational structure, there is no prevalence of the one way
communication in the organization. The prevalence of one-way communication could
make the healthcare organisation perfect corporate environment. The discussion in the
corporate culture is to some extent one-way communication (Gabriel, 2015). According
to the case study, another important feature is the roles and responsibilities played by the
founding member of the Road organization MR Frank. It is seen that Frank goes and
work for hand in hand with the support staff of the organization. The friendly working
culture can be impactful on the performance development of the healthcare staffs
(Puranam and Maciejovsky, 2017). It is seen in the Road organization that open forum
of discussion and communication is present. This depicts a friendly and charming office
culture in which both way learning is possible(Koirala, 2015). The friendly help in
developing skill and knowledge of the healthcare staffs. Besides that, in an open forum,
the employees can discuss any kind of problems occurring in the workplace. The
friendly organisational structure has the capability to resolve issues easily and enhance
quality care facility (Mehmet, 2015).
An efficient work culture is very important for the holistic development of the Road
organization. This kind of friendly attitude by the top management will help to increase
the motivation and the efficiency of the employees in a proper way (Zakharova and
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Korobeynikova, 2015). The feedback given by Frank will help in increasing the skills
and knowledge of the employee.
4. Two potential changes to improve the position of the organisation
The change of an organisation depends on analysing the potential barriers of culture and
structure. The flatter organisational structure of ‘Road' enables the employees and
management of the organisation to work for a common object. Moreover, they get an
opportunity to frère up their personal ideas with effective communication. However, the
problem with flatter structure is its informal environment (Snyder, 2015). The
communication is healthy in flatter but it lacks the functional and timely operations.
Moreover, the flatter structure does not entertain the performance analysis (Klein, 2016).
Hence, the change of structure and change of work culture could be more beneficial for
Road organisation.
Change of structure
The adaptation of the Matrix structure can be suitable Road to make a potential change
and provide quality care to each patient. The application of Matrix culture would enable
the organisation to attain
 Utilization of resources in the most efficient manner
 Services and projects can be formally aligned
 The flow of information would be more specific
 The employees can connect the consumers directly
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As per Lewin’s model of Change three steps can be taken to change the structure of the
organisation; unfreezing, changing and refreezing.
Unfreezing: In order to change the flatter structure to the matrix structure, it is important
to convince the employees and management of the organisation the obstacles in flatter
structure (Lewin et al., 2008). The employees and management of ‘Road' organisation
must be convinced that the flatter structure does not provide high profitability and it
lowers the workflow.
Changing: The people of ‘Road’ organisation must be trained the effectiveness of matrix
culture. As per the Goleman’s emotional intelligence theory, the training would make the
employees and the managerial eligible to develop a self-awareness self-regulation, social
skill and motivation to align with the matrix structure.
Refreezing: This process would enable the staffs of ‘Road’ organisation to solidify and
stabilize the matrix structure. The new goals, aims and objectives would be set for
further progression.
Change of culture
The present role culture of ‘Road' is not much effective in resolving the organisational
goals. The role culture delays the decision-making process. Moreover, this is a lengthy
process to acquire the organisational goals (Kotter, 2013). The adaptation of task culture
to change the mode of role culture should focus on quality care to patients (Kotter,
2013). Task culture would enable the organisation to develop
 Effective team for each identified problems
 The team would be directed by an expert
 There may not be any single source of power
Hence, the adaptation of task culture changing the role culture requires eight steps as per
Kotter’s model.
Urgency establishment: The first step is to develop the urgency and need of establishing
the task culture bin ‘Road’ organisation. Ideas and efficiency must be used here.
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Creating guiding coalition: The recruitment process of ‘Road’ organisation must keep
sustainability with the culture changing process of the organisation.
Creation of change in vision: Once, the staffs and managers of ‘Road’ organisation are
convinced the importance of change in culture, the process of change in vision would be
processed.
Communicate in vision: The managers of ‘Road’ organisation must communicate the
employees regarding the planning and process of change in organisational culture.
Broad-based vision: The change of the organisational culture from role culture to task
culture in ‘Road’ organisation must be for long term.
Generating short-term win: The process and planning of ‘Road’ organisation while
changing the culture must align short-term win for each time.
Consolidate gains to produce changes: The attainment of short-term goal in every year
would enable ‘Road' organisation to attain profitability every year and change
systematically.
Anchoring changes: The managerial and owner of ‘Road’ organisation must monitor
each step of change.
Conclusion
To conclude it is important to maintain the flatter organization structure. It helps in
maintaining open-ended and efficient work culture in the Road organization. The roles
and responsibility played by founder Frank are essential to increase the efficiency of
workers. This will result in the holistic development of the organization.
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