Impact of Organisational Structures Assignment Sample

Introduction Of Impact of Organisational Structures

The contribution of CIPD in depicting the HR practices is effective. The report will identify the drawbacks and the positives of different organisation structures. Through the report, the relationship between the organisational strategy and the services will be depicted extensively. The report will shed light on the three external trends that have impacted FCA. From the report, the scale of technology deployment and its effect on the work process at FCA will be analysed. The evaluation of Edgar Schein's model of organisational culture and theory of planned behaviour has also been demonstrated in the report. Two change management model have also been explained in the study.

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1. Evaluate the advantages and disadvantages of the organisation structure in your organisation and evaluate the advantages and disadvantages of one other organisation structure

One of the major types of organisational structure is hierarchical organisation structure. In organisational structure, Different segments of authority is signified by joining diverse management levels with a chain of command. This structure is often witnessed in large organisations. This hierarchy of various management levels is observed in the organisational structure of the FCA as the instruction is passed down from the top to bottom management level and chain of command cascades down from the director general to the Strategic affair office to different service sectors by considering the authority level. Therefore, it is observed that the operations are driven by the hierarchical organisation structure. One of the major advantages of the hierarchical organisational structure is that it provides effective communication (Widhiastuti, 2012). In the FCA, the communication between the director general and care service sector employees has improved significantly. It is evidenced by the fact that the FCA has witnessed high operational coordination in providing the efficient family care model after proper collaboration within the management hierarchy and stakeholders (Sebugwaawo, 2023). One of the major reasons behind this advantage is attributed to the structure's capacity of maintaining transparent interaction. It is because the structure provides non-restricted access to the higher management and makes it easier for the employees to recognise the individual they can talk to while reporting updates. Another major advantage that has been observed in the hierarchical organisational structure is improved operational efficiency. The factor behind such advantage is attributed to the increased leader's competency in hierarchical firms. It is because the leader is able to delegate tasks by the employee skill set and use their authority to ensure that the employees execute the operations smoothly. However, one of the major disadvantages of the hierarchical organisational structure is the slow decision-making. This disadvantage prevails because the decision has to receive affirmation from multiple levels of authority before being executed. This has adversely affected the operations of the FCA as they were rendered vulnerable in making quick decisions to provide family care services to the poor families who were affected by the onset of the COVID-19 emergency since the decision to select the families that needed to be supported under the programme had not yet received approval from the director. Another critical disadvantage of the hierarchical structure is the low teamwork. However, the matrix organisational structure is better at mitigating such disadvantages. This is because the matrix organisational structure provides multiple reporting systems that allow the decision to be cross-checked quickly and drive the execution of the business decision instantly (Kuprenas, 2013). Therefore, it is observed that the two-way reporting system is one of the major advantages of the matrix organisational structure. The reason behind the advantage is that the two reports allow the employees to report to multiple leaders about the efficiency of the decision and reduce the burden of higher management. Another major benefit of the matrix organisational structure is the collaboration between diverse departments. However, one of the drawbacks of the matrix organisation structure is the problem of measuring employee performance. It is because, in the structure, the employees work in different roles and makes it difficult to assess their contribution against a particular metric or benchmark.

Figure 1: Organisational structure at FCA

(Source: Learner)

2. Analysis of connections amongst organisation's strategy and the creation of services and products

The population of patients suffering from mental health issues have been increased by 30% (Mentalhealth, 2023). This has led to the increased demand of counselling services of the parents who have to look after these patients as more than 76% of the parents are looking for counselling services that will guide them to support their mentally challenged children who are aged from 7 to 16 (NHS, 2023). In an attempt to meet such demand, the FCA has introduced a new service, the Six Objectives Plan (FCA, 2023). This service is focused on reducing the time needed to get social services and counselling the families about how they can support their mentally disabled children. Furthermore, the program also aims to conduct a study about the family care to identify challenges of elderly parents in providing effective care to the children and propose necessary steps to improve the quality of family life for the mentally disabled children. This service is one of their first attempts as they have previously focused on meeting the needs of the patient, however, this appears to be the first time, where they have also focused on tending to the requirements of the elderly parents. The prevalence of such an initiative is in alignment with the differentiation strategy of the Ansoff matrix as it emphasises the importance of developing new services within the new market and FCA has resorted to such advents by targeting the new audience of elderly parents through the integration of Six Objectives Plan. In the findings of Banker et al. (2014), it is proposed that the implications of the differentiation strategy in the Ansoff matrix is characterised by the penetration of new services within a new market in an attempt to address the rising consumer demand. Therefore, it is observed that the service of Six Objectives Plan is connected to the organisation's strategy as it is driven by the differentiation strategy.

FCA has witnessed growth in their brand image through the adoption of the Six Objectives Plan as the families are extremely satisfied with the service. The prevalence of such growth is driven by the adoption of a differentiation strategy as the strategy provides an efficient product development framework that creates services which are meticulously aligned with the niche customer needs. Chidi et al. (2020) have supported that the differentiation strategy shares a positive association with the elevation in brand images and is one of the major strengths of the strategy. On the contrary, Amar (2015) has argued that the differentiation strategy is more focused on creating operating performance as compared to emphasising value. The previous statement is limited in terms of viability as the researchers have failed to conduct data triangulation which subjugates the quality of the research findings significantly. Therefore, it is analysed that the differentiation strategy is one of the major strengths of the FCA and has a positive impact on increasing the customer satisfaction of the Six Objectives Plan.

3. Analysis of three external trends or factors presently affecting the organisation and identifying the organisational priorities arising from the trends

One of the major trends that has been affecting FCA is Covid-19. The prevalence of such impact by Covid-19 as an external trends exists because they have been experiencing burnout due to their long overtime working hours during the Covid-19 and they have been suffering from anxiety with the potential contamination of the virus. It is observed that more than 98% of the healthcare workers have reported suffering from mental health issues during the Covid-19 (Kheradmand et al., 2019). Therefore, the external trend of Covid-19 has been adversely affecting the mental health of the healthcare workers at FCA. FCA needs to address this immediately as supporting the mental health of their employees is their responsibility and poses as one of the main priority. Furthermore, if the mental health of the employees keeps degrading, they will not be able to tend to the needs of the patients effectively and reduce the quality of the health care services. This is in complete violation of their organisational mission which states “Maintaining the standard of care at all times”. Therefore, the initiative of addressing the mental health worker is the first priority of FCA as it affects the core of their organisation's mission and purpose.

Another external trend that is responsible for influencing operations at the FCA is the reduced labour pool in terms of skills. It is because the treatment of an increasing number of complex mental health diseases in families requires skilled psychologists and the lack of skilled labour pools renders the FCA vulnerable in meeting such requirements. Therefore, FCA is impacted by the external trend negatively. FCA should prioritise the training of its existing employee base who are working in the mental health department. This will address in sustaining the organisation's vision of “Expanding their scope of service” as training the employees would reduce the possibility of patients being turned away due to lack of expertise. Therefore, the activity of training the mental health ward employees is the second organisational priority.

Another major trend that has been impacting the FCA is the lack of government investment. It is because the lack of investment is associated with the reduction in investment for healthcare research. This is evidenced by the fact that the budget allocation for healthcare services has been reduced to 8.4% of the total budget in Dubai (Gulfbusiness, 2022). Therefore, the external factor of reduced investment has negatively impacted the prospects of the FCA. This indicates that it is a priority for the FCA to look for alternative sources of funding as their current medical and clinical research might be halted due to lack of investment. Therefore, the undertaking of collaborating with new investors as the third organisational priority for the FCA. It is selected as the third priority as its absence does not hamper any organisational mission of FCA as compared to the above two priorities and it only affects organisational vision, which can be addressed in the long run and does not necessitate immediate attention.

4. Assess the scale of technology within organisations and how it impacts work

Automation has been changing the operations in the healthcare sector effectively. In the FCA, the scale of its deployment is extensive as the involvement of the automation ranges from maintaining health records to consultation appointment reservations. In terms of maintaining health records, automation is carried out through electronic health records (EHR) at the FCA as per recommended by the Dubai Health Authority (Gulfnews, 2023). EHR works by updating new data entry in a patient's credentials in terms of prescribing new medication or new clinical conditions automatically. EHR is described as the systemised collection of health records in electronic format (Evans, 2016). Furthermore, the portal appointment tool is established on their website which allows users to schedule consultation sessions online and automate their reservation processes. This has impacted the work at FCA significantly as it has reduced waiting times and has decreased the loss of important patient health information. It is because, previously, the families booked their appointments at the customer desk, which was managed by a single employee and resulted in longer waiting periods. However, website portal appointment tools can manage multiple requests at a time and book several appointments at a single instance. Therefore, it is observed that Automation has made a positive impact on the work process at the FCA. However, the same cannot be implied for the adoption of AI at the FCA since the scope of its adoption is limited and restricted to predicting clinical efficiency of drugs only. The prevalence of such reduced deployment of AI is associated with a high degree of investment. In the findings of Farahani and Esfahani (2022), it is supported that the adoption of AI practices has been deterred by several firms due to its high financial risks and has been posing as one of the major barriers to entry. Therefore, it is analysed that the scale of AI integration is restricted in healthcare.

5. Explanation of Edgar Schein's model of organisational culture and explanation of one theory or model which examines human behaviour

According to Cacciattolo (2014), Edgar Schein's organisational culture emphasises that the evolution of cultures is a time-consuming process as the employees adapt to the changes of the external environment and propose innovative solutions. There are three levels of Edgar Schein's organisational culture as it comprises three levels which includes artefacts, values and assumed values. Artefacts resemble the attributes of the organisation that can be heard, viewed and felt by the employees with relative ease. It includes the facilities, organisational mission and vision, employee's dress code and behaviour. Whereas as the element of value indicates how the employee's principle is in alignment with the organisational objectives. This is extremely useful for assessing the workplace culture and how it impacts employee behaviour.

One of the major theories that assist in explaining behaviour change is the theory of reasoned action. The theory of reasoned action suggests that the individual thinks about the consequence of the behaviour before resorting to the specified behaviour. The theory lays significant emphasis on intention. One of the key postulates of the theory is that the intention is a determining variable in identifying the reason behind the behavioural change. This theory is significant when it comes to defining the existence of a relation that persists between attitude and behaviour. Montano and Kasprzyk, (2015) have supported that the theory of planned behaviour has been significant in identifying the role of personal attitude in shaping intention and driving the changes within the behaviour. Therefore, it is observed that the contribution of intention and attitude is one of the key strengths of the theory of reasoned action.

6. Assessing how practices within the organisation effect behaviour and organisational culture by referring to examples that provide support for arguments.

The human resource department at FCA has resorted to the people practices of deploying a dress code for employees and ENT officials by the UAE Dress Code. The Employees are directed to wear clothing that covers both knees and elbows while visiting government offices in Dubai (Huda Tabrez, 2020). Any deviance from the prescribed dress code is subjected to revisionary warning for the workers. This practice has created a strict organisational culture as, seldom, such instances occur where this rule is disobeyed and has been making the workforce disciplined. The adoption of such practice is related to the Edgar Schein organisational culture as the artefact element of the theory emphasises the use of the dress code to shape organisational culture. Similar evidence can be observed in the works of Cotter-Lockard et al. (2015) as the author suggested that the artefact level in the Edgar Schein organisational culture is characterised by the use of employee dress code as an entity to draw an illustration of the firm's strict workplace culture. Therefore, it is observed that the practice of selecting a dress code for the employees and the ENT workers are influenced by the artefact level in the Edgar Schein organisational culture. Bushra Abdulla Mohamed Al Mulla, the administrative director of FCA resorted to the practice of working for extended hours as an attempt to bring in centralised service in which community teams would provide effective family care services (Gulftoday, 2019). This had a significant consequence on the employees as it changed the behaviour of the healthcare workers and they volunteered to work for longer periods as well by following the footsteps of their leader. It is because the leader knew of the consequence that his changed behaviour of spending longer work shift would have on healthcare workers. This initiative is in coherence with the theory of planned behaviour as it suggests that an individual changes the behaviour by considering the consequence of the change beforehand. Therefore, it has made a positive impact on the employee behaviour at FCA.

7. Explanation of two different models of change management

Lewin's Change Management Model provides a concrete depiction of introducing a change and sustaining the change within a firm. Lewin's Change Management model comprises three stages which involve the Unfreeze, Change and Refreeze STAGE (Sarayreh et al., 2013). In the Unfreeze stage, the followers are informed about the benefits of the proposed change and influence them to align with the change. This phase focuses on preparing the employees in a manner that allows them to accept the change. The second stage is characterised by the resolution of the uncertainty that is associated with the proposed change and supporting the integration of the new change. In this phase, communication plays a key role as it helps the employee to stay connected to the changes. In an attempt to meet such requirements, most leaders organise seminars and encourage stakeholder participation in the decision-making aspects so that the employees stay connected to the change. The last stage is depicted by the institutionalisation of the change. It is performed by conducting a 360-degree feedback survey for the employees.

Figure 1: Lewin's Change Management Model

(Source: Samat et al., 2019)

Another popular change management model is the ADKAR model. ADKAR model is represented by five phases which include the Awareness, Desire, knowledge, ability and Reinforcement (Kachian et al. 2018). This stage is characterised by the identification of the project stakeholders and the reason for accepting the change. The communication of the vision of the change is one of the major activities of the phase. It is followed by the desire stage which depicts the significance of the employees to participate and support the change. In the knowledge phase, the employees are provided with the skill training so that they can acquire the knowledge which is needed to instantiate the change. The fourth stage is illustrated by the provision of opportunities where the employees can experiment with the new skills. The ultimate phase is marked by reinforcing the changes by giving monetary or non-monetary rewards for the employee's contribution.

8. Discussion of one model that explains how change is experienced

In terms of assessing the experience of change, the Kubler-Ross change curve model is effective as it provides a platform to analyse the emotions of an employee during different stages of adapting to the change. There are five stages within the model, which is depicted shock and denial, anger, bargaining, depression and acceptance (Malone, 2018). The first stage is denial. It depicts as the adaption of defence mechanism to acknowledge the existence of the change. It would leads to the reduction in productivity ae the employee cling to the past processes. For example, many employees were losing productivity when the changes of extended shifts at FCA to meet the increased family support demand were introduced as they were attached to the past process of fixed working hours. The next stage is anger. In this phase, the plausibility of change is realised and is manifested through fear. This stage is extremely challenging as it poses a significant threat to derail the change project. For example, the change of long working hours manifested to the workersin a form where they feared that extended working hours might increase their chances of contracting Covid-19. The third stage is defined by the bargaining (Malone, 2018). It shows that the employees try to salvage the scenario by finding the path of the least objection. This, in turn, influences the employees to negotiate and look for the compromise. The depression phase is depicted by the signs of demotivation and regret. The final phase is demonstrated by acceptance. In this stage, the individual is able to relate with the change and come to terms with it. The phase is also marked by the lowered inhibition to the change and the employee's increased capacity of exploring the favourable opportunities that might emerge from the change. For example, the healthcare workers accepted the change of extendedworking hours and identified the prospects of receiving additional pay to sustain their financial hardships during Covid-19 as an opportunity, resulting from the change.

9. Assessment of the significance of wellbeing at work and identification of factors which affect wellbeing

Employee well-being is defined as the overall mental, physical and financial health of the employee (Pradhan and Hati, 2022). The presence of facilitative mental health and lack of financial stress is a significant indicator of employee well-being thatresults in improved employee performance. However, the prevalence of Covid-19 has adversely affected the mental well health as it has caused anxiety amongst the employees (Rodoplu ?ahin et al. 2022). Furthermore, Covid-19 has been responsible for decreasing the wages of the employees. This indicates that the Covid-19 has adversely affected the two core elements of employee well-being which has caused a decline in productivity. Therefore, it is extremely important to address employee well-being to prevent the fall in productivity rates. One of the major employee well-being factors is the job security. It is because the research suggests that the lack of job security makes the individual anxious about their survival in the firm and adversely impacts the mental health, which is one of the core elements of the employee well-being. Another major factor of employee well-being is the workload. It is because the heavy workload has been associated with the reduced employee well-being whereas flexible, compressed workload is related to elevated employee well-being.

10. Discussion of the linkage that exists between the different people practice roles and employee lifecycle

The different people practice roles are the recruiter, HR advisor, HR officer, HR Generalist, HR coordinator and Training coordinator. The people practise of the recruiters involves of posting attractive job offers and hiring exciting prospects. This role is extremely important for the attraction stage of the employee lifecycle as it signifies the importance of highlighting the brand exposure of the firm to gain the candidate's trust and eventually influence them to apply for the position. In the findings of Cattermole (2019), it is supported that the attraction stage of the employee lifecycle is represented by the effect of brand image of the organisation on candidate's interest to submit their application for a particular role. Similarly, the recruiter at FCA have been resorting to the use of job posting referral code so they can gain the confidence of potential healthcare candidate and drive them to join the firm. Therefore, it is observed that the role of recruiter is significantly linked to the attraction stage of the employee lifecycle.

Another key people practise role is the HR coordinator. HR coordinator plays the supporting role to HRgeneralists. It includes the activities of introducing the inductees to the business process, culture, team leaders and managing the liaisons between the insurance providers and the employees. This role is quite significant to the on boarding stage of the employee lifecycle since this stage signifies the importance of helping the employees to blend with the corporate culture effectively. De Nichilo (2021) has supported that the HR coordinator has been successful for the retention of the employees as they provided significant assist in helping the employees to bind with the corporate culture. Therefore, the role of HR coordinator is significantly related to the on boarding stage of the employee lifecycle. Training coordinator is also essential people practice role for the career development stage of employee. It is because the stages implies the importance of improving employee skills and roles through diverse initiatives and Training coordinator meets such requirements as the Training coordinator is responsible for developing on-the-job training workshop that is aimed at employee's performance tn their roles.

11. Analysis of how people practice bears connection with other organisational areas and organisational strategies

One of the key areas of the FCA is research and development. It is because the FCA focuses on developing innovative family support services which requires the undertaking of high quality social science researchers through expert scientists. This requirement is met by people practices ofhiring as it evaluates the skills of the candidates and hires the most talented researchers. Similar evidence can be observed in the works of Goel and Nelson (2021) as the researcher has indicated that the appropriate hiring practices share a positive relation with significant outcomes of R&D projects. Furthermore, the HR department at FCA extensively compares for their extent of experience in the social care services and their contribution in university-level internship projects. Therefore, it is observed that the people practice of hiring has a significant influence on the areas of research and development. One of the major organisational strategies of the FCA is to improve employee turnover rates. It is because the drop in the labour pool of talented healthcare workers makes it difficult for them to bring in replacement if healthcare workers resign at higher rates. In an attempt to address such issues, the HR administration has been providing the healthcare workers with monetary rewards to the employees for their contribution during the Covid-19 pandemic. This initiative is in alignment with the people practice of retention as it signifies the importance of holding onto employees with the provisions of necessary motivation in the form of financial and non-financial rewards. Furthermore, Al-Suraihi et al. (2021) have supported that the deployment of retention practices through monetary incentives has incurred a positive impact on lowering employee turnover rate. On the contrary Mata et al. (2021) have argued that the non-monetary provisions in the form of health insurances and benefits have been more effective in retaining employees. However, the retention initiative has helped in reducing the high turnover rates as the turnover rates have been decreased to 20% from 35% (Jayaneeti, 2023). Therefore, it is analysed that the people practice of retention through rewards has made a positive impact on the organisational strategy of addressing turnover rates.

12. Discussion of processes that could be used to consult and engage with employees of the people function in an attempt to recognise their needs

Employee engagement survey serves the purpose of understanding the employee requirements and their effect on work and team performance (Gable, 2010). One of the major forms of engagement that could be used for interacting with the internal stakeholders is the employee engagement survey. It is because the needs of the employee can be diverse which requires a data collection tool that can collect such diverse information at one instance and survey through questionnaire can be used as such tool as the needs can be stated down as Likert scale questions in a single questionnaire form. Has supported that the implications of employee surveys have been effective in understanding the demands of employees. Therefore, it is observed that the employee survey could have been deployed as a tool to consult with the employees. Another major form of communication for consulting the internal stakeholders is quarterly development conversations. It is because the employees only voice their needs when they feel that their contribution is being valued by the firm and such requirement is met by the quarterly development conversations as it fosters their feelings of being valued. It achieves that by discussing the employee goals and aspirations during the face-to-face session. Therefore, it is observed that the quarterly development conversations could have also been deployed to understand the needs.

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Conclusion

The report has been exemplary in drawing credible comparisons between the matrix and hierarchical organisational structure in terms of advantages and disadvantages. The findings of the report indicate that the organisation has adopted a hierarchical organisational structure. The results of the study indicate that the people who practice roles share a significant relation with the employee lifecycle. It is also concluded that the sustenance of employee well-being is essential for preventing the decline in productivity during Covid-19.

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