Student ID Lecturer Submission Date University Organizational Design, Culture, and Adaptation 1. How was the program restructured or reengineered to adapt to internal and external factors impacting it? This interview was conducted with a healthcare manager in a hospital facility…
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This meant that there were less bureaucratic loopholes and more room for productivity to come about within the hospital settings. The patient-centric aspect is being documented through different programs and steps which are taken on every now and then, as well as in a consistent fashion. This has been the basis of finding out where shortcomings are taking place and what best measures are being done to avoid them from coming up in the first place (Tang, 2002). This healthcare manager is therefore doing his levels best to ensure that the hospital facility remains at par with the best hospitals in town and showcases its true mettle to the general public at all times. He has kept a close eye on the internal and external factors which are under his influence so that the hospital facility has a very sound structure in place. This is the basis of knowing exactly where internal level issues are plaguing the hospital and how external factors play significant roles as well. 2. What internal and external factors were considered in the transformation? The internal factors that were considered during the restructuring and reengineering were mostly comprised of the attitudes that the employees had on a day to day basis. The external factors were mostly to do with the patients, who were essentially the customers for the sake of the hospital facility. ...
The external factors were given similar importance because the patients are the basis of any hospital’s long term success. If they are contented, then this means that the healthcare facility is doing well but if these are not, and as the healthcare manager suggests, then there is much to learn on the part of all and sundry. This outlines how well the hospital facility has been able to rein in commitment towards its transformation. 3. What were the barriers or obstacles were encountered (e.g. internal politics, economics, resource limitations, time constraints, etc.) The healthcare manager faced quite a few obstacles and barriers in the beginning when the restructuring and reengineering aspects were outlined in essence. This meant that he needed to face them, analyze them and turn them in his own favor with the passage of time. There were attitudinal problems that the healthcare manager talked about with the internal domains not being beefed up properly. This meant that the premise of change was not such a welcoming one within the internal publics. They did not want to alter their working standards and hence this posed as a serious challenge towards the healthcare facility. Moreover, there were economic issues which haunt this healthcare manager as well. This meant that he needed to restructure and reengineer everything within a fixed budget. The internal politics also came about because the employees had a habit of speaking behind one’s back that had a very negative effect as far as the organizational design, culture and adaptation issues were concerned. 4. What is the potential impact on the program of technology, legislation, etc. on the services provided on the program? The potential impact on the program with regards to technology,
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