HBD Organization Management and Leadership Development - Case Study Example

Name: Institution: Title: A Case Study on HBD Organization Management and Leadership Development Professor: Course: Date of Submission: Part I Abstract……………………………………………………………………….……..3 1.00. Introduction………………………………………………………….…..…….4 1.01. Organizations’ Background and Purpose …………………………….….……4 1.02. HBD Leadership Culture and Practice………………………………….….….6 1.03. The Impact of HBD Organizational Culture to Performance……….…………7 1.04. Employee Management and Leadership at Workplace…………………..…….7 1.05. Employee Mentorship for Effective Performance………………………….…..8 1.06. Organizational influence on the leadership style…………………………….…9 Part II 2.00. Background Information………………………………………………………..10 2.01. Learning Techniques ……………………………………………………………12 2.02. Objectives of the Study……………………………………………………….…12 2.03. Analysis…………………………………………………………………………..13 2.04. Methodology……………………………………………………………………..13 2.05. Findings…………………………………………………………………………..14 2.06. Recommendation ………………………………………………………….……..15 2.07. Conclusion………………………………………………………………………..16 Bibliography…………………………………………………………………………….17 Abstract The report focuses on the leadership and management HBD an Australian organization which was established in about thirty years ago. The report discusses the critical analysis inquiring in my experience working with managers under this organization. For many departmental leaders in the organization currently faces challenges relating to leadership in times of change and uncertainty. The report points out key success factors emerging that clearly affect healthcare practices and the workforce of the HBD. The report goes a head on revealing how human resource management is essential to service demands desired by HBD healthcare system. While establishing how it improves the health care models within the Australian society. There are clear suggestions on ways to overcome the persistent problems in the previous years through the proper implementation of organization objective in delivering quality healthcare service to the elderly among the society. The report discusses in depth the organization understanding of the practical and the crucial role of the human resource leadership in the healthcare giving environment. 1.0. Introduction The extension of the health care to all elderly people has been an objective of the HBD Healthcare a non-profit making Australian health institution. The organization initiated this objective in about thirty years ago, with the Australian government giving a hand to pursue this aim with a greater vigor. Scores of different strategies have been applied by the HBD health care project managers and human resource leadership in their attempt to create and implement the primary objectives of the organization within diverse national health systems and with great varied resources (Colky et al 2002, pg.21-24). A common feature of these efforts has for years relied on training and use of community health workers commonly known as the primary health workers. More often the organization has been using men and women of limited education, who are initially trained for relatively short periods on caring out the health care tasks. Currently the human resource team adopted new policy, which encouraged hiring nursing professional among many others to boost the elderly health care program. The backgrounds, the training, defined factions and management of the workers vary widely, in addition the community health workers under this program serve under the organizational framework, where they are subjected to a given leadership among other forms of influence (Daft and Marcic, 2008, pg.44). 1.1. Organizations’ Background and Purpose The performance of the community health workers in the field has been found to fall shot of the expected results by the given objectives of HBD health care strategic planners. The workforce is build who have a single mission and purpose of improve the general standards of care in the elderly home providers while examining and shaping the organization’s culture in delivering desired qualities. There are steps taken to define the values and competence that is characterized by the current culture and evaluated against the desired culture. The dramatic changes occurring in the age structure of the Australian society make providing services for the elderly which remains a major challenge to the health care professionals. According to the organization statistics, in 1960 only the 4% of the Australian population was aged 65 and above. By the year 2000 the records reveals about 15% of the population fall in this category, with a more increased rate in a fore seeable future. Furthermore the cohort of persons aged 75 and above is the single fastest growing age group (Rees, 2010, pg. 25). The organization target person in the society age of 65 or above, as the hospital records indicate they have a more admissions and longer length of stay than any other age group. In addition, it is estimated that about 5% of these target group reside in nursing homes and occupy about 90% of the long-term care with about 30% of the monies spent on personal health care are by individuals age 65 a or older. Social services for the older adults have increased rapidly in recent years. This is build by great societal awareness of their needs and the resulting collaboration funding from federal, state and non-governmental institutions for the array of services. Daft and Marcic ( 2008, pg.112), the enactment of the Medicare and the elderly Australians Act, the joint effort witnessed the federal government and non-governmental organization including HBD health care assumed the responsibility for elderly health and social services for individuals aged 65 and above. Currently reductions in the federal, state and local budgets triggers an increased involvement of non-governmental organizations like the HDB health care to meet the increased burden in serving the elderly. In achieving balance between the demand for services and resources available in the organization, efficiency is required in planning and developing of health services (Rees, 2010, pg.56). 1.2. HBD Leadership Culture and Practice The project manager has a role of developing organizations characteristics that remains distinct to other institutions aimed at rewarding and encouraging collective effort. The organization management embraces interdependent leadership cultures and practice, the team leaders involves collaborative activities by encouraging mutual inquiry and learning. For over the last 10 years, the highly serving organization’s employees in the HBD workforce have collaboratively initiated dialogue and horizontal networks while appreciating value of ideologies from junior in implementing the organizations objectives. However, HBD leadership witnesses an environment that presents competing variables in the culture of organization. The conflicting demands of the elderly individuals, families, other providers and regulatory authorities, create many inconveniencies and mixed massages. In addition the HBD issue of hierarchy defines reporting responsibility and accountability among all its employees (Walker, 2010, pg.78). Over the thirty years the organization has been operational the project managers have had a managerial functions which included a) Officially responsible for the work of the organization in across the working locations in the country b) Had a duty to hire and fire junior employees c) They involved in strategic decisions of recommending workers raises and promotions d) They were responsible of evaluating staff performance and developing employee training measures when required e) They had a chance to prepare organizational budget and plan on implementation process, as they planned for work schedule and assignments for the general staff unit. f) They approved expenses and purchases g) They handled staff conflicts 1.3. The Impact of HBD Organizational Culture to Performance The embraced culture has effectively played versed roles, evident from the achieved performance over the years has suggested development in helping it cope with the environment it serves. Over the last years, the organization has witnessed culture of blame among its junior workers, as the health care service and medication was often viewed to be a work of a sole professional working with individual patient. For anything that did not go well the automatic reaction was employee involvement in determining who was at fault and ultimate discipline. This culture approach leads to hiding rather than reporting the fault. Currently the leadership has adopted an antithesis a culture that appreciates safety. This has encouraged people involved to report problems objectively to have the issues solved. The organization objectives demands primary existence is to take care of the elderly people among the Australia society (Daft & Marcic, 2008, pg.23). 1.4. Employee Management and Leadership At Workplace For any supervisor or manager, employee management is of great concern at any given work place. Effective management and leadership of employees allow team leaders in charge to accomplish organizational goals (Armstrong, Murils and Hay, 2007, pg.44). Effective employee management calls for leaders to capitalize on other employees’ ability to contribute towards achieving desired goals. A successful employee management demands that leaders promote engagement of junior workers in organization decision making, design employee motivational measures, give room for employee individual development and advocate for employee retention. For instance, during staff conflicts the project manager as a leader has to demonstrate leadership qualities. As they have to be critical in solving problems within the organizational settings. In addition skillful communication within the organizational setting creates a better understanding as the team leaders can share organizational set goals and leaders’ vision to the junior workers effectively and work in their best position to achieve the objectives (Colky et al, 2002, pg.34). 1.5. Employee Mentorship for Effective Performance Employees are developed through educational activities through other methods other than training classes. It is important that organization leaders initiate a management program that is responsible for coaching, mentoring and developing the organization into a learning organization (Daft and Marcic, 2008, pg.111-122). This can be achieved through a) Creating a mentoring culture within the organization, this requires that the organizations human resource team focuses on building required mentoring capacity, competency and capability of the organization. Daft and Marcic (2008, pg.111) claims that this can be encouraged through creating readiness for mentoring within the organization; the leaders have to building support mechanisms to ensure individual and organizational mentoring success. b) Value and visibility, sharing personal mentoring stories, role modeling, rewarding employee quality service and recognition are high leverage activities which create and maintain value visibility. The organization team leaders for instance, the project manager can be an inspirational tool by talking about formative mentoring experience, share best practices while promoting mentorship programs within the organization by their own example add value to the proposition for mentoring. c) Designing employee accountability, this works on enhancing performance and produces long-lasting results. Accountability demands that employees have shared intension, responsibility and ownership, commitment to action and consistency in practice. The leadership role on this is clear as specific tasks are evident. Leaders do set organizational goals, clarify expectation to the junior workers, defining roles and responsibilities as well as gathering feedback while formulating the rightful actions on improving performance. d) Communication, this is fundamental not only to achieving a successful mentoring process but to build a cohesive relationship as its effects are far reaching, increases employee trust in organization leadership, strengthens relationships and works as a catalyst for developing mentoring readiness (Walker, 2010, pg.29). 1.6. Organizational influence on the leadership style The HBD health care organization has a culture and practice which fully embraces a democratic leadership style, with junior workers involved in decision making process as they determine what to be done the right procedural measures to implement the organization and leadership vision. However, the final decision remains with leaders of the defined teams. The organization’s leadership believes collaborative decision making is not a sign of weakness but rather works to strengthen employee performance as the employees remains committed to the organization objectives (Rees, 2010, pg. 61-67). Claims by Mullins (2010,pg.94) this is one style that encourages junior employees and leaders to share strategic information on improving service delivery while executing their duties to the targeted members of the society. The organization appreciates employing knowledgeable and skillful employees. This serves the mutual benefits as it allows group of employees to become part of the team by allowing them to make better decisions. However, at certain time the leadership has been forced to incorporate authoritative leadership style when it concerns failure of employee perfuming accordingly, this has been a case were a) The employee involved in service delivery is new and is learning how the job is done. b) Participative leadership style involves use of a team of workers who know their job. In this case the leader knows the problem but has no information, while the employees know their jobs and wants to be part of the decision making team. c) Involving all leadership styles, authoritative and democratic leadership styles. This might include telling employees that the procedure is not working rightfully and establish a new one (authoritarian). The leader might also ask for ideas and input on new procedures in a participative. The team leader delegate tasks in order to effectively implement the newly adopted procedure. Part 2 2.0. Background Information Healthcare providers are tremendously structuring and integrating service delivery systems in the move to administer care and capitation. This raises the need for a well structured organizational system that is the human resource assistant manager. There are various kinds of organizations however, in HBD health care for the elderly have overlapping responsibilities between the Human resource leader and Human resource assistant manager. The HR assistant has progressively more authority and accountability. Therefore he is liable for various departments within the healthcare facility for instance the training, compensation and recruiting managers. Hence he ought to have the skill to balance all tasks to meet the organizational purpose (Heathfield, 2011, pg.4). The role of HR is facing a mere transition from the old mode to the embracement of newer roles and errands; this is also encompassed within the HBD organization. Within the HR environment, the assistant HR in partner with managers advocate and sponsor employees. Moreover, to guarantee the organization’s existence the assistant HR positively contributes in the growth and execution of the firm’s business plan and goals asserts Walton, (pp.76-84). Therefore, in order to achieve this he/she oversees the organizational recruitment, hiring, training, organizational development, communication, routine management, policy recommendation, training, salary and benefits, control and employee relations in HBD. The HR assistant ought to work as a stakeholder that is partner, hence as an employee advocate the HR plays a very pivotal role in ensuring the through his knowledge about advocacy promotes organizational success. This for instance includes the expertise on how to create a working environment in which the employees choose to be motivated, causal and contented (Berger & Fitzerald, pp. 27-58). 2.1. Learning Techniques To foster efficient techniques of achieving goals, communication and empowerment, the human resource managers have to establish an employee reporting measures responsible for employee accountability which essentially builds the employee’s feeling of ownership of the firm characterized by autonomy, goal oriented, practicality and respect. This is because the adults have a varying learning techniques compared to children. Hence the employment of principles of adult learning is necessary. Through his/her establishment of the firm’s culture and serene climate in which employees have proficiency, concern and obligation to serve the old well, leads to accomplishment of his/her role. The HR assistant manager will therefore provide the employees with development opportunities, employee assistant programs, endorse information sharing and interest sharing policies through frequent scheduled problem solving and communication opportunities (Wilkinson, 1995, pp. 53-78). 2.2. Objectives of the Study 1. Improve HR assistant skill dissemination 2. Perpetuate the smooth running of organizational tasks employing vital principles. 2.3. Analysis Research Questions At the commencement of the case study, we articulated a set of research questions. These were administered to the target respondent that is the employees in relation to the HR department. 1. How can adults be educated and the principles used? 2. Strategies to improve the HR assistant manager leadership skills? 3. Techniques used to determine and monitor the transition of phases towards development in adults? 4. What are the significance of monitoring and the department as a whole? 5. What influences adult learning and its cycle? 6. How are such outcomes produced and sustained? The report’s case study was mainly based on the data that was collected from HBD healthcare organization which is centered on the first two questions. 2.4. Methodology Recruitment and Screening Employees The HR department was set to recruit at least 20 employees and wanted a mix ratio of both men and women. We also did not want to recruit less than 15 employees to avoid the overlapping of duties assigned diminishing complex operation within the healthcare. Through the required criteria on selection and qualification, the employee underwent a series of vetting and different conditions to prove capabilities. Data was collected through a team of researchers in support of the organizational strategy put in place. Similar to a typical case study research, multiple data-collection techniques were used that is interview, analysis, annotations; paper review and focus groups everything from scratch. Data collection tools that were used include: semi-structured interviews with senior executives and responsible departments. With an aim of strategically planning and developing the HR department we used principles of adult learning to facilitate the essence of the study. This was done through face to face interview. Moreover organizational survey was also carried out with an aim of collecting data related to leadership outcomes especially the HR assistant and department. Leadership culture and practices was also focused among other elements. 2.5. Findings The case study was carried out and found out that various difficulties faced the organization’s smooth running among other things. For instance there were instances of old mechanisms of performing tasks and the move to change this faced hardship because target participant (adult employee). Instances of harassment were also monitored which occurred either from patients or employee vs. employee. Hence this occurred via electronic and false statements and lack of statutory privacy rights. Moreover the need to promote the maintenance of maintenance of the smooth transition was a necessity (Lieb, 1991, pp. 20-33). Adult learning is relatively new to organization that is HBD organization it materially essential as traditional education and carries the potential to fruitful success. The best motivators to adult learning are concern and self-centered benefit. Because learning occurs as a continual process employee’s welfare have to be put into consideration. This because they learn at different speeds therefore positive reinforcement by the instructor will in this event promote endorsement of skills for sustainable development of the HR (Wood, 1999, pp. 391-417) 2.6. Recommendation The frequent evaluation of the effectiveness of the firm and HR assistant impacts the need to champion change. The skills to execute successful transition policies make the HR assistant valued. Through this he will be able to minimize employee dissatisfaction thereby provision of quality services and enhance flexibility. Performance has been used conspicuously with firm’s efficiency, productivity and effectiveness. Using tools such as creating of awareness to the will result into improved employee skills and capabilities, promoting positive thinking and providing the employee with the expanded duties to make full use of their potential and organizational resources. For instance to enhance practicality an overview of the recommended task is relayed such as how to communicate to the patient. Then through the use low risk activities by structured by small group setting will promote self esteem of the adult. An integration of the old mechanism with new notions is used to help in recalling of the prior experience (Lieb, 1991). 2.7. Conclusion We have found out that relationship between human resource leadership and healthcare is extremely complex, particularly when examined from different environmental societal settings. The report points out key issues that have to be addressed and that the organization human leadership and managers have to play a leading role in ensuring the organizational objectives on the healthcare for the elderly is achieved. The various functions of the HBD human resource leadership on the healthcare systems for the Australian society, the goals and motivations of the main care givers among other supportive bodies have been reviewed. Since the healthcare to the elderly among the Australian society is ultimately delivered, a strong understanding of the human resource administration issues important to ensure success of the project and even more research has to be conducted to bring about policies and practice that will benefit elderly individuals within the Australian society. 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