Organizational Structure And Culture Assignment Sample

Introduction Of The Organizational Structure And Culture

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An organizational structure is a structure which shows how specific activities are handled and engaged to fulfill a strategic mission and achieve desired organizational goals. The important activities which are part of every organizational structure are rules, roles, and obligations, it also regulates how the information streams between various levels of the company (Ahmadyet. al. 2016). In a centralized structure, the decision-making process starts from the top down. On the other hand, decision-making power is divided into every level of the organization. Every company has a different organizational structure depending on the size, market, or sector the organization is working in, and also on the internal and external factors of the organization. A good organizational structure permits companies to be efficient and be attentive on their goals and objectives. There are various types of organizational structures divisional, matrix, hierarchy, functional, etc it is very important for top-level management to choose the best organizational structure which is compatible with the goals, culture, objectives, and industry (Auchter et. al. 2018).

The report develops a deep understanding of Assessing the organizational structure, role of government, culture, and monitoring organizations that apply to a public service organization. For assessing and evaluating the structure of the organization the report is considering National Health Service (NHS) as the case company, it is a public service organization in England.

Section: 1 Organizational Structure, Culture, and Politics

Understanding the organizational structure and the organizational chart

Every company of any kind shape, size, and sector uses the organization structure. It determines how some actions are driven to achieve the objectives and goals of the organization. An effective organizational structure describes respective employee's job role and also defines how the employees fit within the complete organizational system. This kind of organizational structure offers a company a graphic illustration of how it is shaped and how it could best move onward in accomplishing its goals (Winnubst, 2017). Organizational structures are generally demonstrated in some type of chart or a diagrammatic figure like a pyramid, where the top-level management with most of the power sits at the highest position of the structure and the lower-level management with less power sits at the bottom of the diagram. This also means that every department in the organization could be extra creative and productive because all are expected to be further focused on time and energy for working hard (Král, and Králová, 2016). There is various types of organizational structures which are followed by the organizations which are as follows:

Functional Structure – it is the most common structure of an organization followed most commonly in the world. It is referred to as the bureaucratic structure of an organization; this structure divides a company grounded on the specialization of its own workforce. In this structure, there is a Division of the firm in several departments which involves marketing, operations, and sales.

Divisional Structure – This structure is reciprocal amid big companies with numerous business units. This is named for the multidivisional or divisional organizational structure. An example of this structure is Johnson & Johnson.

Team-Based – this structure is quite similar to divisional or functional structures as it is a team-based organization separated into close teams of group employees who assist particular goals and functions of the organization.

Flat (Flatarchy) Structure

A flat arch structure is also identified as a horizontal structure which is new and practised among several start-up companies. It flattens the hierarchy and also provides employees some kind of independence. Companies which use this kind of structure have a very high speed of application.

Matrix Structure – The Matrix structure distributes employees to all assorted superiors or departments. An individual employee working in a matrixes company might have job role in both marketing and customer service.

Circular Structure - Circular structures are as similar to the hierarchical structure, but these are circular in structuring places for top-level employees in the middle of the organization with circular rings escalating external, which consists of recessed workers and workforce. This mode of organizing is planned to inspire open statement and teamwork amid the diverse ranks.

Network Structure - The network structure organizes third-party to carry out convinced key functions of the organization. Its functions are similar to the small headquarters which are geographically distributed offices, sideways with key functions outsourced to other organizations.

Organizational chart

An organizational chart is a kind of chart that gives visual presentation to carries an organization’s inner structure by describing the parts, relationships, and responsibilities between entities within an organization. This chart graphically represents an employee's hierarchical status compared with another individual in the organization (Zhanget. al. 2015). This chart uses simple symbols like squares, circles, lines, etc to connect jobs that are of the same level. A sample of an organization chart's level is

• Chair of the Board of directors
• Vice-chair of the board
• Board member
• Chief executive officer (CEO)
• Other C-suite executives

Analyzing the role of organizational culture

Organizational culture states a company's mission, expectations, objectives, and values which provides direction to the employees. Businesses with a proper organizational culture tend to be successful as compared to less structured companies. These companies have systems in the proper place that helps in promoting employee performance, engagement, and productivity.

Organizational culture's influence on employee behaviour

Employees are an essential asset for every organization. They are referred to human capital for the organization. The organization makes appropriate utilization of the employees’s skills, abilities, and knowledge in satisfying the organizational goals and objectives. Organizational culture is a powerful component that helps in shaping employees's work processes and work requirements. However, culture is rather that is not visible, apart from its physical appearance at the workplace (Lubis and Hanum, 2020). For the organization, employees are the elementary essential units, and on the other hand, culture is the common agreement and value collectively shared by the employees. The organizational culture offers employees with a stress-free working environment and pleasant-sounding interpersonal relationships to give complete motivation to their ability.

There are various characteristics of the organizational culture which have a great effect on the employees' behaviour and skills. It is quite common in an organization that the standards at the workplace are impacted by the organization’s culture. There are several cultural alliances in the organization which influence employee behaviour. There are six magnitudes of culture which influence the employees' behaviour, these dimensions are:

• distinctiveness and collectivism
• long-term course
• authority distance,
• ambiguity avoidance,
• manliness or femininity,
• Indulgence versus restraint

Evaluating the impact of local government and central government policies

Overview of NHS

National Health Service (NHS), in Great Britain, is a wide-ranging public-health service that falls underneath government administration, recognized by the National Health Service Act of 1946. It covers the entire population on a virtual basis, and health services are at no cost excluding a few minor charges.

Since 1948, NHS is funded out of general taxation. There are three popular organizations that are mentioned using the "NHS" the name (NHS England, NHS Scotland, and NHS Wales) (McIlwraithet. al. 2015). It also involves Health and Social Care in Northern Ireland which was established separately and is commonly stated as the NHS.

Impact of local and central government Policies on NHS

The incorporation of local government and NHS services systems is a national significance priority, which established fresh motivation in the Comprehensive Spending Review. This review confined a government commitment that every part of the country to have integration plan by 2017, which is to be delivered by 2020 (Ham, 2020). NHS England has shaped deliver the familiar View: NHS shared development guidance 2016/17 – 2020/21 which necessitates CCGs to work with partners to produce transformation and sustainability plans which will further comprise plans of integration. The integration agenda of NHS is moving a step. The challenges in this integration plan are quite significant. Delivering and planning integration is taking place at a time of determining health inequalities when public services are anticipated to make substantial economies as part of a national government severity program. When adult social care endures faces severe resource challenges, and when NHS tackles provider shortfalls while delivering major transformation (Alderwick and Dixon, 2019).

The numerous areas in which public health has to originate to make an extreme impact are as follows:

• Collaborative system leadership,
• Highlighting the population approach for integration planning,
• Supportive focus on prevention (Sanderson al. 2015)
• Encouraging an outcome-based approach for evaluation and performances

Assess monitoring and accountability in NHS

Accountability and monitoring

Monitoring refers to the frequent observation and recording of the activities in the NHS. It is a piece of gathering information on all aspects of the working of the organization.

On the other, Accountability refers to the responsibility of experiencing the consequences of success or failure. Almost every individual working in the NHS, from receptionists to chief executives, is held answerable for several part of their work.

There are lots of authorities who monitor the working and are accountable for NHS, which are as follows:

Politicians – the parliament mandate the reality check of NHS, and grant funds to the organization. The public accounts for politicians liable for the services, as the people constantly tell that the conditions of the NHS are the most important factors in defining whom will the public vote and support in the next elections.

Clinical commissioning groups –commissioners are the base stone of responsibility for the local NHS systems with multiple rounds of reforms (Mark Dayan, 2016). The clinical commissioning group are quite less noticeable to national politicians or even local councils, and also to their authority in making difficult decisions on rationing and reconfiguration. For all these the clinical commissioning groups are accountable.

Regulators - the NHS development and the CQC have a significant power of trust. There are various in progress steps for broadening the possibility of each so that it cover what matter to NHS. The regulators are there to support the measure and regulate various parts of NHS.

NHS England – NHS England is at the pointed end of the legal duties to provide health care to England. Every year, its command lays out particular sets of targets for the NHS, which is further designed to allow for transparent accountability (Alderwicket. al. 2021).

Decentralization

Decentralization is referred to as an organizational structure where there is the delegation of authority is done by top management to the middle and continues to the lower level of management in an organization. Decentralization in NHS in its current form remains ineffective when there is a lack of resources (Michael Lambert, 2021). Resourcing is an essential part of smoothening the new work arrangements of the EMS after years of economy and stringency. For decentralization and regions to be effective in the current NHS, require autonomy, statutory footing, and resources.

Structure of NHS (lines of authority)

The NHS is separated into a sequence of organizations that work at a confined and nationwide level. The structure of the NHS is as follow:

• The Department for Health -is an administration subdivision accountable for funding and also with policy of healthcare in the UK.
• Sustainability and Transformation Partnerships (STPs) – these were launched in 2016. These brought together NHS provider, local authorities, commissioners, and other partners to prepare forces based on the long-term requirements of the local public.
• Clinical Commissioning Groups (CCGs) - the group of hospitals and services which covers a geographical area within the UK. These are responsible for commissioning most NHS forces.
• NHS England - is the umbrella body that oversees healthcare. NHS England is accountable for safeguarding that there is an operative system of CCGs and must provide maintenance for commission.
• NHS Foundation Trusts - These includes hospitals, ambulances, mental health, social care, and major concern services.
• The National Institute for Health and Care Excellence - It is frequently evaluated that the up-to-date proofs behind treatments and tapping potential treatment from side to side demanding analysis and evaluation are the best approaches (The Medical Portal, 2022).
• Organization Healthcare provider -

Primary care organisations which are privately owned companies that provide NHS services including GPs, dentists, and eye doctors.

Acute (hospital) trusts providers of NHS services offered in hospitals.

Mental health trusts businesses that provide social and mental health care services.

Community trusts organisations that offer services in the community, like district nursing, physiotherapy, and language therapy.

NHS transportation providers for both emergency and non-emergency care include ambulance trusts.

Charities and social enterprises entities that offer the NHS support services.

Section 2 : Managing Public Sector

Analyzing management approaches

The management of hospitals in the National Health Service (NHS) differs significantly, regardless of the measure used like mortality rates, patient satisfaction, waiting times, and other several pointers which demonstrate a widespread performance of management of hospitals.

The dissimilarity in performance of management in comparison to other parts of the economy, is where the astonishing differences in productivity are seen across the firms and plants (Mohelska and Sokolova, 2018). Management practices play an important role in explaining all this dispersion. The basic management approaches used by the NHS in managing the hospitals are as follows:

• Monitoring: this management approaches of monitoring the working of the employees at the hospitals helps the manager at the higher authorities to keep an eye on the working and their needs. This approach helps in getting information on how well do hospitals tracking the stages beside a patient’s track during the NHS system, and whether are they using the in sequence for permanent upgrading or not.
• Controlling: It is part of the classical approach of management, as it looks after the internal control of the organization like system, staff, working procedures, etc( Stockdale al. 2017). This approach of management talks about actively promoting and rewarding their employees based on performance, and controlling the working of the employees as they are performing effectively or not. This involves looking after all the internal factors that affect health services.
• Target setting: manager sets the target for the employees which they are required to achieve which will lead to achieving goals for the public health service. These targets are, whether the hospital put the correct target and make a roadway to choose the right outcomes. Do they take suitable actions if target are not achieved are some kind of queries needs to be answered for effective target setting.

Evaluate the concept of motivation

Motivation is derivative of the word 'motive", which means an objective or action. Motive is a force that encourages an individual to act in such a way as to make sure the achievement of a specific individual needs. for performing every action there is the need behind it, therefore, management offer motives to individual or group for making them work efficiently and effectively for the organization (Peters, 2015). Motivation is part of the planned management process, that inspires employees of the organization to work to the best of their abilities, by giving them motivation, that is grounded on their unsatisfied needs.

In most public service, there are several issues rise related to public services. Motivations which are important factors that assists employees to provide the best services to patients. National Health Service (NHS) attempts to be the employer of high-quality choices for potential staff, therefore management activities are the important key that helps employees to perform better. Management of the public service organization has the power to ask the employees for their feedback, like asking employees what they think about the work environment and if there is anything that manger could do for them in direction to help to improve performance (Addiset. al. 2019). The role of motivation in an effective management system is very crucial as it produces operative and effective results. In the case of public health service, motivation means superiority in patient care, Josie Irwin, employment relation head at RCN implies that employees generally expect more packages other than salary and pensions like a flexible working hours for balancing employees’ work life and personal life (Lalaniet. al. 2018). Other employees' benefits are also important such as restaurants and car parking, these all should be promoted by the trust or offered free of charge. Employees' motivation must be priorities because the job and the quality of service are impacted by the manners of how employees are managed and motivated in the Public health service. The employee in public health services must be motivated to assist patients to the finest of their ability because the health service is the service where the customers are sensitive and vulnerable

One reflective tool that helps in evaluating the importance of the concept of organizational behaviour to the performance of teams in the public sector

Gibbs Model is the prominent cycle of expression, which would be utilized in this report for the concept of organizational behaviour to the performance of teams in the public sector. The Gibbs Cycle of Reflection comprise six stage of reflection which facilitate the introspective thoughts to take a come across at the whole procedure and the knowledge such are Description, feelings, evaluation, analyses and conclusion.

Conclusion

The report concluded with a piece of detailed information on the organizational structure and culture of the popular public services organization National Health Services (NHS). An organization's culture plays a very important role in development and growth as it has a great influence on the employees working in the organization. The proper placement of organizational structure encourages and motivates employees' behaviour and also helps in achieving organizational as well as employees’ objectives. As stated in the report NHS has a widespread area of rendering its services, it is further divided into various parts like NHS England, NHS health services, etc. all these organizations are widely spread and have a huge workforce, which requires a proper organizational structure. The report concluded that NHS has a proper and effective organizational culture that helps its employees to work effectively and efficiently.

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