Structure, Culture, and Healthcare Management

This document discusses the role of healthcare managers in NHS foundation trust, the impact of organizational structure on organizational culture, and different organizational structures in health and social care provision. It also explores the advantages and disadvantages of these structures.

structure, culture and the
healthcare manage

Table of Contents
Introduction......................................................................................................................................3
Scenario one – Role of healthcare manager................................................................................3
NHS foundation Trust..................................................................................................................3
Administrator of Finance.............................................................................................................4
Scenario two – Explain how organisational structure impacts organisational culture................4
How small hierarchical structure is combined with flat organisational structure.......................4
Scenario three – Three organisational structure of health and social care provision and find
their advantage and disadvantage................................................................................................4
The Pros...........................................................................................................................................7
 Gives additional responsibilities to workers............................................................................7
 Fosters more transparent interaction........................................................................................7
 Enhances teamwork and pace of execution of fresh concepts.................................................7
Negatives.........................................................................................................................................7
 It may produce uncertainty when workers may not have a specific boss to report to..............7
 Employees with more generalised abilities and knowledge can be created.............................7
 When the organisation expands past start-up status, it can be difficult to sustain...................7
Conclusion.......................................................................................................................................7
REFERENCES................................................................................................................................8

Introduction
Mangers and leaders are two most important people within an organisation who manages the
business operations of company. It enhances the planning and monitoring of efficient activities
that lead to achieve success. There is need to develop and manage different activities associated
with development of organisational abilities. Managers within healthcare organisation have to
manage the safety as well as security of patients as well as employees. They create various plans
to provide services to people. In this report, there is description about healthcare organisation’s
manager roles and responsibilities.
Scenario one – Role of healthcare manager
NHS foundation Trust
There are several managers who handle and manage the clinical operations. It is very effective
for roles and responsibilities of managers to conduct various operations associated with
healthcare organisations. In context of NHS foundation trust, there are several roles and
responsibilities of managers (Daft,2015). To make this a very responsible and demanding task,
medical technology, tough budget goals, balancing transition, and increasing public expectations
combine. Health service administrators usually practise within the Clinical Practice Context of
the Institute of Healthcare Administration - a professional code that declares that they have a
responsibility to administer, a duty to achieve outcomes, and a duty to keep up-to-date with
contemporary practise. In a diverse and evolving health and social care managerial climate,
knowledge, trust, bravery and honesty are all important.
Hospital administrators may be department heads who oversee their own specialist teams or may
lead multidisciplinary teams in which clinicians, nurses, and therapists work together in a single
field of treatment, such as pregnancy facilities. They will also be actively interested in any
improvements to their patients' facilities. You will be directly involved in the management of
health services and service to patients as a clinical manager. Usually, NHS trusts will have a
clinical officer and a nurse director, among other senior clinical management positions. Many of
these executives have a psychiatric background. For the remainder of the NHS spending, clinical
commissioning groups (CCGs) are accountable and make recommendations on where healthcare
is bought. Within CCGs, GPs, hospital physicians and other professionals work to make these
decisions. In a wide variety of operations, clinical managers engage, including:

 Determining goals
 Future growth planning
 Balancement of budgets
 Ensuring money worth
Administrator of Finance
Everyone knows how important it is to handle the finances well the health sector. Health care
providers wouldn't be able to afford patient treatment and clinical care without good financial
management. Managing a health organization's finances, whether it is a hospital, emergency
service trust, trust in mental health or clinical commissioning board, is like running a big
company's finances. In fact, in terms of the number of staff and its annual turnover, an NHS trust
can be one of the larger organisations in a local region.
Finance administrators take part in a wide variety of operations, including:
 Management information: capturing and analysing the financial information needed to
make strategic management decisions on a regular basis.
 Financial systems-management of IT systems which control all financial activities
 Audit-Checking spending and sales to ensure that the company is
 Providing value for money in alignment with financial and regulatory policies.
 Supported housing
Scenario two – Explain how organisational structure impacts organisational culture
Organizational culture does not only influence the structure of the organisation ex ante,
During the selection of an acceptable organisational model, but even during its ex-post
execution, it does so. Based on the consistency between the current organisational structure
paradigm and the current organisational culture, the essence of this influence can be two-fold:
positive and negative. When the current organisational framework and the existing organisational
culture are compatible, by the mechanism of its legitimization, organisational culture influences
the adoption of the preferred organisational structure. In their daily work, every organisational
system guides employees' behaviour. It decides the methods of executing activities of the
workers, the manner of their relationships with others and the way they make decisions. Each
model of organisational structure causes varying behaviour in the members of the organisation. If
the activity caused by the chosen organisational framework is consistent with the principles of

the current society, the structure would be legitimised as the correct and useful model in terms of
meeting both organisational and human goals in the eyes of the members of the organisation.
Power culture, or family culture, is based on the idea that power at the top of the organisation can
be centralised (Fadare, and et.al, 2019). This form of culture suggests the family's metaphor,
which implies that the institution is regarded by members as a kind of patriarchal family headed
by the father, i.e. pater familias. The structure of connections in an institution resembles the
nature of relations that occur in communities. Thus in his possession, the 'father of the family
centralises all authority and makes virtually all decisions. Either in his charisma or in his
management over money, the source of the power of the leader lies, while the amount of power
that the members of the group have depends on the degree of their closeness to the leader. As in
families, the bond between members has precedence over assignments and hierarchy in
institutions with authority or family history (Harrell, 2011). This results in a low degree of
formalisation, basic structure, and underdevelopment of individual and collective action
structures, processes, and other formal constraints. Regulation of the ethos and system of the
Enterprise. The actions of the chief are carried out by his overt and personal influence on the
members of the organisation. This kind of culture means a high degree of versatility, because all
the improvements come from the boss are readily adopted by the members of the organisation.
Distribution of power among a social group's members, such as
As an organisation, it often emerges as one of the main challenges that must be overcome by a
social community, and thus therefore by an organisation. In the context of cultural assumptions,
a solution to this question is integrated into the culture of the social community. We should,
according to the distribution of power criteria,
Create a distinction between corporate cultures that presume the need for patriarchal or unfair
power distribution, i.e. hierarchical power distribution, and those that assume the need for
equitable or equal power distribution. In order to accomplish the aims and purposes of the
system, patriarchal or bureaucratic corporate cultures believe that an uneven allocation of
authority within a social system is natural, beneficial and necessary. Those cultures are the
influence and function cultures of Handy, and the family and 'Eiffel Tower' cultures of
Trompenaar. Egalitarian societies, on the other hand believe that the allocation of power as
equally as possible within a social structure, such as an organisation, is something useful,
possible, and necessary; and that only such a distribution will guarantee the achievement of the

aims of the social system. Those cultures include mission and people cultures in Handy's
classification, and 'guided missile' and incubator cultures in Trompenaar's classification.
How small hierarchical structure is combined with flat organisational structure
The hierarchy of organisations can be characterised into either tall or flat, referring to the
manager level of hierarchy of the company and the corresponding distance between front-line or
entry-level
Employees and senior administrators. If a corporation has a tall structure or a flat structure may
have major effects on a number of corporate culture components (Hui, and et.al, 2020). The
differentiation between high and flat organisational systems. Structures are the levels of
government. There could be only one top boss in a flat corporate system that is the company's
owner or CEO, managing a handful of other staff, all with similar degrees of authority.
By comparison, there are several levels of authority between the CEO and low-level staff in a
broad organisational system. An entry-level worker, for example, can report to a supervisor who
reports to a boss, Who reports to a treasurer, who reports to a vice president, who reports to top
management, eventually. An organization's management system determines how people make
choices within a company and how easily the business responds to new problems and
opportunities. In smaller organisations, a flat hierarchical structure is regularly seen in which the
number of managers at different levels is reduced from top to bottom. Additional problems not
experienced by small firms are faced by bigger corporations with larger workforce populations.
If they expand, as they add staff, small businesses face the issue of whether to sustain a flat
management system or add management layers. Vertical boundaries are eliminated in the flat
hierarchical system to flatten the hierarchy, and horizontal boundaries are removed to replace
functional divisions with cross-functional teams to coordinate operations around procedures.
Boundary-less organisations remove the obstacle of territorial isolation from external
constituencies until completely operational (Kim, and et.al, 2017). In this way, those entities are
characterised by the following ways –
Motivation of Workers
The morale of workers is a crucial element in every corporate system. While jobs in a flat
company will be able to manage the operations and activities properly. They can also feel as if
they have a more direct impact on the business, as though they have no space for improvement.
Employees at a big enterprise, on the other hand, have several tiers from which to advance their

careers, but may become irritated with their relative lack of power within the business at lower
levels.
Complexity of Organisation
Generally speaking, the more complicated an entity gets, the larger the business needs to be. An
employee in a small corporation may be able to do all the marketing duties of the company; but
as the organisation expands, the employee may require subordinates to which he may assign
those duties (Lancaster, 2010). In comparison, if they have a couple of upper-level supervisors
reporting to them as opposed to hundreds or more of lower-level workers, top managers will
usually be even more successful.
Flexibility for Organisation
With fewer levels between administrators and staff, companies can more effectively execute
executive implementation strategies, take short-term action actions and take action on regulatory
and operational improvements. Managers may track success against priorities and targets by
working at a stage similar to front-line workers, as well as gain more direct input on the
feasibility of a particular action plan. The level of versatility is one advantage a flat corporate
system has over a tall one. In flat systems, decisions will also be taken and carried out easier
because there are less levels of coordination between the workers doing the job and those making
the choices. Directives and suggestions can then be shared more efficiently to handle the work of
the enterprise.
In wide and mature institutions, the bureaucratic paradigm is generally found. This model is
extremely productive but very static and inflexible, and has a negative effect on the happiness of
workers. There is a very high degree of division of labour: hence, specialisation is very high,
indicating high efficiency and consistency of the output. The degree of formalisation is
extremely high and organisation by method standardisation is carried out. Documented protocols
are protected by any method that is even slightly relevant in the organisation: there are numerous
guidelines, manuals, and internal rules, and they are all obeyed to a great degree. Centralization
is relatively large, since decision-making takes place at the top of the organisation, but that does
not mean just in this model.
One individual, but a system of technology that prescribes protocols and has a real effect on the
organization's working. The number of tiers that are hierarchical in nature.

Scenario three – Three organisational structure of health and social care provision and find their
advantage and disadvantage
In health and social care services, the various kinds of organisational systems are
mentioned below -
The Frontline-Nurses, nurse practitioners, and physical therapists usually represent the health
and social care facilities' care services and are known as the support providers of the frontline.
These professionally trained clinicians communicate with patients personally and act as a liaison
to patients, family members and health and social care services. They are responsible for the
management of patients as well as regular interactions with patients and their families after the
health and social care programmes have been contracted (McDaniel, 2011).
Employees of the bridge are expected to provide extensive support personnel to ensure that a
health and social care system operates effectively. The human resources department is
responsible for ensuring that health and social care services have trained patient service
personnel, such as receptionists and secretaries, and that human resources serve as a conduit
between caregivers, support workers and management.

Supervision-The Quality Improvement Registered Nurse is largely responsible for close
supervision of the service professionals of health and social care institutions, as well as
addressing problems relating to preparation, answering the caregiver's queries, ensuring that a
planned patient appointment happens and minimising personnel issues.
Management: Within a health and social care facility, the Nursing Director is ultimately
responsible for all administrative functions. The nursing administrator oversees all the policy and
practises. There is need to manage the patients effectively for conducting the activities and doing
all operations in proper manner.
Senior management -The role of senior management is to ensure the running of the organisation
which includes inspection-related preparation, promotion, awareness of current and revised
regulations, and also to alleviate consumer concerns (McDonald, 2012). The senior management
consists primarily of the executive supervisor working in close confines with the registered nurse
as well as the nursing managers to ensure that all facets of the public services facilities perform
efficiently.
Hierarchical organisational structure
A hierarchical organisational map is known as the pyramid-shaped organisational chart we
alluded to earlier. It's the most traditional method of hierarchical structure—the chain of
command goes down from the top (e.g., the CEO or manager) (e.g., entry-level and low-level
staff) and includes a boss for each employee.
Advantages
It Defines degrees of power and transparency better
Shows to whom or person reports or to whom to speak about particular projects. This helps in
motivating jobs with consistent job paths and advancement prospects. This provides gives a
specialisation to each employee. This establishes camaraderie between workers in the same
department
Disadvantages
Innovation or major changes will be slowed down due to increased bureaucracy.
Employees will behave in the interest of the department rather than the business as a whole.
May cause lower-level workers believe like they have less ownership and can not communicate
their business ideas
Functional organisational structure

A functional organisational structure begins with roles with the highest degree of transparency at
the top and continues down from there, equivalent to a hierarchical organisational structure.
However, workers are generally grouped according to their particular expertise and their
subsequent position in the organisation (Palmer, 2011). Each separate department is separately
controlled.
The Pros
 Enables staff to reflect on their duties
 Promotes specialisation
 Help divisions and teams feel self-determined
 In any large business, it is easily scalable.
Negatives
 May build silos inside an enterprise
 Interdepartmental contact with Hampers
 Obscures practises and policies in a business for distinct sectors or goods
Flat organisational structure
A horizontal or flat hierarchical arrangement suits industries with few layers of workers at
the top management and employee level. Before they become big enough to create various
divisions, many start-up firms have a horizontal org system, but other organisations keep this
structure as it allows fewer oversight and greater interaction from all workers.

The Pros
 Gives additional responsibilities to workers
 Fosters more transparent interaction
 Enhances teamwork and pace of execution of fresh concepts
Negatives
 It may produce uncertainty when workers may not have a specific boss to report to
 Employees with more generalised abilities and knowledge can be created
 When the organisation expands past start-up status, it can be difficult to sustain (Van
Huy, and et.al, 2020).
Conclusion
From the above discussion, it is concluded that there is need to manage and enhance the
organisational structure for managing and developing effective ways to manage the business.
There is need to enhance different ways to manage the organisational structure and manage the
operations of business efficiently. There are different organisational structures followed within
the company which helps in completing the role and responsibilities of healthcare organisations.

REFERENCES
Books and Journals
Daft, R (2015). Organization Theory and Design. Cengage Learning.
Fadare, J.O., and et.al, 2019. Status of antimicrobial stewardship programmes in Nigerian tertiary
healthcare facilities: findings and implications. Journal of global antimicrobial
resistance, 17, pp.132-136.
Harrell D, G. (2011). Marketing Management. Simon and Schuster Pub.
Hui, A., and et.al, 2020. Exploring the impacts of organisational structure, policy and practice on
the health inequalities of marginalised communities: Illustrative cases from the UK
healthcare system. Health Policy, 124(3), pp.298-302.
Kim, S and et.al, 2017. Individual, interpersonal, and organisational factors of healthcare conflict:
a scoping review. Journal of interprofessional care, 31(3), pp.282-290.
Lancaster, G (2010). Essentials of Marketing Management. Taylor & Francis.
McDaniel, C. (2011). Essentials of Marketing. Cengage Learning.
McDonald, M. (2012). Market Segmentation. John Wiley & Sons.
Nightingale, A., 2018. Developing the organisational culture in a healthcare setting. Nursing
Standard, 32(21), pp.53-63.
Palmer, A (2011). The Business Environment. McGraw-Hill Higher Education
Van Huy, N., and et.al, 2020. The validation of organisational culture assessment instrument in
healthcare setting: results from a cross-sectional study in Vietnam. BMC Public
Health, 20(1), pp.1-8.