Organization Structure and Mission of the DADHC - Case Study Example

Organization structure and mission of the DADHC Introduction The overarching vision of the DADHC is to provide equitable and sustainable services tothe elderly and disabled populace with an aim to increase their inclusion in the community. Towards this vision, the organization has drafted its mission and set detailed objectives for each directorate. An analysis of the organization structure and balance score card reveals that the challenges facing DADHC are of two kinds: one of a structure that enables the organization to widen its customer reach and provide solutions suitable to specific ethnic requirements. The other, to undertake customer based initiatives with suitable system support. The organizational structure supports the vision, mission and objectives of the organization and minor alterations in communication routes may be introduced to enable it to convert vision to reality. Rodger and Mickan (2000) emphasize the need for health care organizations to provide clear purpose that is consistent with the mission to enable better integration and alignment between disparate teams. The organization chart of DADHC reflects a hierarchical structure which is effective in enabling a suitable flow of communication down the line and laying down the level of responsibility to sustain the mission of the health care organization. The organizational focus of valuing people and customer points to a group/ clan type of structure within departments. This facilitates suitable employee involvement and customer care at a sub-group level. Advantages of the structure Structure and mission The hierarchical structure clearly delineates the roles, responsibilities and key focus areas and escalation routes. John and Keleher (2006) point out that the hierarchical structure allows a formal method of effective functioning at an intra- and inter-unit level (p. 310). This type of structure allows for formal operational and professional structures and tacit functioning guidelines. Bureaucratic structures provide stability and are particularly important in the health care arena since they provide the customers a feeling of permanence in the face of possible changes at various organizational levels (John & Keleher, 2006, p.312). The strategic direction of the DADHC is one of service improvement and enhancing customer spread to include the marginalized sections of the population. In the absence of a market need for overhauling its survival strategy, the hierarchical structure is suitable. The core mission and values of a health care organization are adequate service provided to a defined population. The stated values of the organization focus on the client and employee base and aims to provide sustainable service access to the defined population while displaying integrity to governing policies and aiming for performance excellence. The purpose and vision are to provide better service to elders and disabled with a view to providing them an opportunity of participating in community life. Marquis and Huston maintain that the clarity of the values and mission statement influence the development of the organization philosophy, goals, procedures and rules (2008, p.149). This clarity makes it possible for DADHC to tie in actions at each level of functioning with its larger purpose. Escalation routes DADHC gives importance to the feedback of the customer. The hierarchical structure provides caregivers and customers a clear route for escalation in case of complaints. The organization is also tuned in to the need for communicating purpose and process orientation to the NGO network that works with it. Harris underscores the importance of a customer focused health care organization providing an assurance that prompt action will be taken on complaints and a display of readiness to strategize ways to add value to patients (2005, p.92) Learning and Development The structure provides for a dedicated unit responsible for Learning and Development unit that can ably support the organizational need for developing a skilled workforce in line with the goal of continuous improvement with a focus on customer needs. Smith and Flarey stress the importance of teams as learning units in the effort to gain new skills and knowledge to improve patient care and service delivery (2005, p. 188). Authority and responsibility The organization is overseen by a government body and is managed by a team consisting of the Director-General and Deputy Director-Generals. The Director-General has direct responsibility for media communication and public accountability. Associated functions like Community Access, Strategic Planning, Diversity Strategy and the Office for Ageing are managed by a Deputy Director-General while Home Care and Accommodation Policy making come under another role-holder at the same level. The corporate functions are accountable to a Deputy Director-General who reports to the Director-General. The government body and the managing committee are directly responsible for defining purposes, principles and objectives and monitoring quality of service. They are responsible to uphold fiscal integrity and focus on the long-term future of the organization (Harris, p. 34, 2005). The government body holds the authority to approve the vision and strategic direction of the department for the year. The managing body, consisting of the Director-General’s team, is responsible for ensuring that the planned activities are implemented. This team is responsible for providing a departmental break up of activities in line with the strategic direction. Escalations from a network partner or a customer are to be resolved by the managing body. Areas of improvement and solutions Communicating vision ‘To stay alive, a vision must be communicated. Clear communication relies on using a variety of communication vehicles (Smith and Flarey, 1999, p. 127).’ DADHC should involve the Corporate Communications Unit in working on suitable ways to communicate the organization vision and mission. This will improve visibility of management intent. Huber suggests employee involvement at the start of visioning since collective effort provides an assortment of perspective and enables implementation of the stated purpose. Shared vision directs individual effort in a joint direction in the course of routine activities (2006, p. 289). Employee advocacy The Human Resource Department should reflect a communication route to know the ground-level realities faced by the workforce, to prevent intended goals remaining on paper. A hierarchical structure works in a top-down manner and it is imperative to include the employee base in the planning and visioning of the organization. Smith and Flarey advocate the use of multiple channels of communication for creating and sharing organizational vision (1999, p. 127). The ensuing free-flow of communication between different management levels permits better acceptance and commitment. The absence of the effective use of communication channel leads to a feeling of being disconnected and the feeling that the higher levels of management are not sensitive to the day-to-day issues at the point of customer interface. Another aspect to consider is that an organization does not face only vertical lines of communication. Dimbleby and Burton highlight the presence of communication lines that move ‘sideways and diagonally. People will generally speak more freely about their work and themselves and feel more able to initiate contacts with those who are perceived as being of the same status (1985, p.129).’ Enhance use of information technology Smith and Flarey point out that a vital aspect of process re-engineering is to capitalize on IT to share data, build decision making into the point of work performance and information capture and processing at the point of source (1999, p. 96). Besides, Dransfield points out that line managers can be provided increased responsibility related to managing the workforce with the support of systems designed and provided by the central HR function (2000, p. 118). The organization structure of DADHC may consider a decentralized dedicated IT team for key initiatives that is accountable to a central authority to make it possible to prioritize and carry out an effective plan for enhancing service to the customers. Ethics Spencer, Mills and Rorty emphasize the need for structuring an organization ethic program as a function of the governing board to allow it to work as intended (2000, p.166). In the presence of support from the governing body, this program is viewed seriously and allows for departmental cooperation towards periodic checks. Continuous improvement The organization structure should display the flexibility to unite key resources to manage quality and continuous improvement. Harris highlights the need for functional units comprising of personnel from different projects and units to implement initiatives to improve service quality and performance (2005, p. 293). Inherent structure weakness Some of the weaknesses inherent in the hierarchical or bureaucratic organization structure are inertia and rigidity, non-responsiveness to individual concerns and limiting entrepreneurial drive (Harris, 2005, p. 64). Hamer, Gray and Collinson opine that overspecialization and lack of coordination are the common ills of this type of structure. Centralization leads to longer response time to changing customer needs (2005, p.178). DADHC seeks to counter these weaknesses by providing a communication route directly to the Director-General of the DADHC so that individual concerns regarding future plans of the department can be addressed. This channel allows individuals to communicate their views on the services of the department. Further, the DADHC is functioning under stable conditions and does not require a set up that allows for quick reactions to the changing marketplace. Davies and Tavakoly emphasise the need for organizations to choose a functional design, i.e., organizing around a skill. This structure allows for specialized skill development at the customer-facing side and provides for economies (2004, p. 194). This method can be chosen by organizations that prefer to eschew the possibility of a structural overhaul, preferring to focus on enhancing skill levels at the relevant points of customer contact. DADHC reflects this focus in its structure. Conclusion The DADHC functions with the primary objective of providing services in a sustainable and responsive manner. 19 priorities have been identified for the year with designated milestones and progress reports. An alteration in the communication channel will increase employee advocacy of the identified focus areas as well as allow for improved service delivery and customer feedback. These alterations with some ‘rethinking’ about ways to harness employee energy in the desired direction will aid the purpose (Drucker, 2007, p. 549). Smith and Flarey bring out the need for increased sensitivity to data analysis related to customer and staff satisfaction as important to the success of the health care organization (1999, p.100). Improvement in IT services based on customer care is imperative for DADHC to reach its objectives towards the customer and increase awareness about the needs of employees to References Davies, Huw & Tavakoli, Manouche (2004). Health care policy, performance and finance: Strategic issues in health care management. UK: Ashgate Publishing Ltd. Dimbleby, Richard & Burton, Graeme (1985). More than words: An introduction to communication. New York: Routledge. Dransfield, Robert (2000). Human Resource Management: Human Resource Management. UK: Heinemann. Drucker, Peter Ferdinand (2007). Management: Tasks, responsibilities, practices. New Jersey: Transaction Publishers. Harris, Mary G., Society for Health and Administration Programs in Education, Australian College of Health Services Executives (2005). Managing health services: Concepts and practice. Australia: Elsevier. Huber, Diane (2006). Leadership and nursing care management. UK: Elsevier Health Sciences. John, Winsome St, Keleher, Helen (2006). Community nursing practice: Theory, skills and issues. Australia: Allen & Unwin. Marquis, Bessie L. Huston,Carol J. (2008). Leadership roles and management functions in nursing: Theory and application. USA: Lippincott Williams & Wilkins. Mickan, Sharon & Rodger, Sylvia (2000). Characteristics of effective teams: a literature review. Australian Health Review. Retrieved from http://www.unc.edu/courses/2008fall/nurs/379/960/65_604078165817-effective_teams.pdf Smith, Suzanne P. & Flarey, Dominick L. (1999). Process-centered health care organizations. USA: Jones & Bartlett Publishers. Spencer, Edward M. Mills & Ann E. Rorty, Mary V. (2000). Organization ethics in health care. Oxford: Oxford University Press US. Young, Ann P., Cooke, Mary, Royal College of Nursing, Royal College of Nursing (Great Britain) (2002). Managing and implementing decisions in health care. Australia: Elsevier Health Sciences. Read More