Ideal Organization Culture - Southern Hospital - Case Study Example

Ideal organization Ideal Organization Culture Organization’s culture defines a profile within which members of an organization must believe in, fit in, and behave accordingly for them to meet the company’s expectations. These expectations act as a guide on which members of the organization approach their work and how they interact amongst themselves (Boglarsky & Kwantes, 2009). The values and norms stipulated in the organizational culture influences the firm’s ability to solve problems, transform, and perform effectively. An ideal organization culture is one that best defines the company’s vision and creating a roadmap for achieving this vision while also supporting its long-term effectiveness. It is a standard against which actual organizational culture is compared thus helping in gap analysis with a singular objective of improvement and making a difference. Organizational culture is the key that unlocks the organization’s potentials by aligning employees to its vision and mission; it is a critical factor that dictates the success or failure of the firm. The way things are done and how people are treated clearly explains the organizational culture of any organization. The ideal organizational culture is one that has employed constructive values that bring about high employee satisfaction. The organization that values achievement, encourages self-actualization, offers humanistic encouragement and allows affiliative collaboration among its employees is an ideal organization (Boglarsky & Kwantes, 2009). The above stated norms can effectively be achieved when the company implements an employee engagement culture. For instance, an engaged employee is always fully involved in and happy with his /her work and thus works to meet the organization’s objectives. Consequent, the engagement process provides an avenue for an open communication that relays employee’s specific needs and the organization. Employee achievement can easily be measured and rewarded accordingly. Following this spectacular engagement culture, employees will speak positively about the organization to their co-workers, customers and potential employees thus helping the company to thrive further (Boglarsky & Kwantes, 2009). They will also have an intense desire to actualize themselves and become part of the organization. Consequently, they will work extra hard to achieve best results in their job thus helping the company achieve its business success. An employee engagement culture is an excellent culture that focuses both on the expectations of the employee while also accomplishing the organization’s needs. The employees will have a clear understanding of the company’s vision and mission and thus work accordingly to meet these vital goals. For instance, this culture prompts employees to ask themselves questions like; what is my job? How am I doing? In addition, does anybody really care? If they get satisfactory answers they will now seek to understand how their teams are doing; for example they will ask questions such as How are doing? Are we doing our share? In addition, what can I do to help? Concerning these questions, employees are likely to be motivated and work extremely hard to achieve the maximum satisfaction (Boglarsky & Kwantes, 2009). Southern Hospital will implement an employee engagement culture that will help align the hospitals vision with the workplace culture. For this matter, the hospital will reward achievement, will encourage employee actualization, will offer humanistic encouragement and allow affiliative collaboration among its employees (Boglarsky & Kwantes, 2009). The hospital will manage to meet these critical work environment values through trust, which is a central ingredient for employee engagement. For this matter credibility, respect, fairness, pride, and creating a workplace environment that allow employees to care for each other are the key values that will be enforced. Adherence to these values will help the company become flexible and ready to accomplish all its objectives. These values will create a positive, constructive and healthy workplace atmosphere where all employees will be engaged to their duties thus meeting the organization’s success (Boglarsky & Kwantes, 2009). Decision Making Process Decision-making is a process that involves a series of steps that demands input of information at different stages of the process as well as a process for feedback. A decision comprises of information, facts, data and beliefs. It is imperative to note that data in itself does not constitute useful information and thus it must be effectively analyzed, synthesized, and processed to produce a clear meaning (Notes, 2012). Decision making within organizations is an on-going process that involves evaluating situations, considering alternatives, making choices, implementing the choice and following up with appropriate actions. In some instances, decision-making process is short only requiring mental reflections and instantaneously coming up with an informed choice. However, in other situations the process can take weeks or even months before coming up with a working solution. The most important thing is that any decision-making process is dependent on the right information available to the right people at the right place and at the right time (Notes, 2012). An ideal decision making process comprises seven important steps: Problem Definition: the process commences when a real is identified. In this essence, an accurate definition of the problem will largely affect all steps in the process. Accordingly, incorrect definition of the problem will affect each step in the process, for instance, the process will be based on inaccurate starting point. Managers and other stakeholders involved in decision-making must a void such situations by separately identifying the problem from its symptoms (Notes, 2012). Identifying limiting factors: Across every organization, each manager strives harder to make the best decision lest they are fired. In order to accomplish this, they must be equipped with relevant resources including information, equipment, time, personnel, and supplies and be able to identify any limiting factors. For best decisions to be reached, managers need to sacrifice and use the limited resources available (Notes, 2012). Develop potential Alternatives: due to time, constraints managers are forced to move forward after only considering a few working options. Successful problem solving however, demands for a thorough evaluation and examination of the problem and thus quick answers might not result into permanent solution. In accordance with this, a manager must investigate different alternative solutions to the found problem before making the ultimate decision (Notes, 2012). Consequently, he/she can use the brainstorming technique to generate viable and working ideas and alternative answers. Analyze the Alternatives: this stage allows the decision maker to decide the relative qualifications of each idea. In this regard, identification of advantages and disadvantages of each alternative is extremely important before making the final decision. For instance, the cost benefit for each alternative and the weight of each factor in the decision must be evaluated, the alternatives must be ranked with regard to their ability to meet each factor and the best alternative will then be decided on (Notes, 2012). Select the Best Alternative: after an exhaustive evaluation of the alternative, the manager will select the best alternative: an alternative that fully satisfies the identified problem. For instance, an alternative with most advantages and fewest cons will be selected (Notes, 2012). Implementation of the decision: After selecting the best alternative, it must be implemented and thus deliver results accordingly. It is important for any a good decision made to deliver positive salvaging the previous problem (Notes, 2012). Establish a Control and evaluation system: after the reached decision is implemented, it must be monitored to make sure that the problem is no longer there and the organization is functioning well. An evaluation system will provide a mechanism by which feedback is obtained with regard the implemented decision; for example, what results are, and any adjustments needed to get the initial intended results (Notes, 2012). Communication Problems and their Solutions Communication is an essential factor that is critical in determining organizational success. Poor information leads to poor results and hence organizations must strive harder to make sure that employees receive timely, appropriate and relevant information for them to effectively perform their duties (Tourish & Hargie, 2004). In accordance with this observation, this section will put to light several organizational communication problems and providing solutions to the identified challenges. Not all employees being kept informed: some organizations assume that usual modes of communications will send information to everyone who needs it and that the target recipient will receive the information. This assumption is wrong and in several organizations, the information does not reach the targeted recipients particularly ones that do not use such modes of communication on regular basis (Tourish & Hargie, 2004). For example, email messages that are not read for weeks by frontline employees. In order to curb this, organization need to have the correct and appropriate contact addresses that their employees use frequently for instance on daily basis. Cell phone contacts for instance will help in delivering timely information. Employees not receiving consistent messages from the management: in this instance, different supervisors may convey conflicting information with regard to company priorities. The employees are likely to get confused and deviate from the primary company objectives and thus affecting the final company performance (Tourish & Hargie, 2004). The company can abolish this by training both executive and middle level managers on how to communicate vital messages to their juniors. Expectations of the company not clear: if the executives or top-level managers do not discuss the company’s expectations with the middle level managers then junior employees will not have an opportunity to know what is expected of them. For instance, employees will not have clear goals or benchmarks to guide them through. In order to solve this, the management should hold frequent meeting with their middle level counterpart to clearly communicate the vision and mission of the company. Changes in company’s priorities must be effectively communicated (Tourish & Hargie, 2004). No collaboration among different functional units: this occurs particularly when different departments avoid sharing vital information that can help them achieve common goals. In most cases, they are competing instead of collaborating. This hinders the capability of the firm as a whole. A company can abolish this by holding interdepartmental meetings, clearly informing them that each department is equally important and sharing information will facilitate the company in achieving its larger goals (Tourish & Hargie, 2004). Consequently, these meetings should encourage sharing of information thus creating collaboration culture within the organization. Communication hampered by distance between units: departments that are in different geographical locations may not communicate frequently and effectively due to longer distances between them. Furthermore, face-to-face communication is harder to arrange in such situations. Without good and appropriate communication equipments, communication between these entities will be hampered greatly (Tourish & Hargie, 2004). High-speed connections devices are required in order for the company to come out of this troubling situation. The company should install high-speed computers with the ability to transmit information instantly. Video conferencing devices and software must be installed to allow for face-to-face communication between these units. Employees not being open with each other: If employees are not open with each other, transfer of information within the organization will automatically be poor and hence the general company’s operations will be negatively affected. Productivity is compromised greatly within teams, departments and the organization at large. In order to create a harmonious working environment, there must be excellent communication between employees. To do this the company’s organizational should be one that allows freedom of communication thus creating trust among employees. The organization should have an issue centred focus (Tourish & Hargie, 2004). Uniqueness of a health Organization A health organization distinctly stands out as a unique organization when compared to other conventional organizations. The products and service offered in this organization are inclined towards delivering products and services that are aimed at maintaining and improving human health (Yosef &Dannen, 2009). Health organization’s mission is focused to improving the lives of people. Ethical values within this organization are fostered to make sure that life is protected at all costs. The organizations takes prides in all its undertakings where employees are motivated and guided by their personal integrity. The organization is committed to workplace community, respecting each other and working in a healthy environment. A health organization is focused on promoting healthier lifestyles, prevent and reduce risks to individual health together with the overall environment (Yosef &Dannen, 2009). It is also committed to providing health information to its patients and the public at large. Becoming an accountable caregiver organization by undertaking its services responsibly for the good of the public has and still is the mission for any health organization. Future desired organization behaviour Engaging employees to is everything that all organizations around the globe covet. Employees who are committed to their duties and working hard to meet both their personal and organizational needs. An organizational culture which rewards achievement, where employees are given opportunity to self-actualize, and offers humanistic encouragement while also allowing affiliations and collaborations among its employees is an ideal organization. References Boglarsky C. A. and Kwantes C. T. (2009). Ideal and Actual Culture: How Different is too different? Retrieved on 17/09/2012, from: http://www.humansynergistics.de.com/news/documents/Ideal%20and%20Actual%20Culture.pdf McKinlay J., and Williamson V. (2010). Creating An Ideal Workplace Culture: The Keys to Unlocking People Talent. California; Oxford University Press (McKinlay &Williamson, 2010) Notes C. (2012). The Decision‐Making Process. Retrieved of 17/09/2012, from: http://www.cliffsnotes.com/study_guide/The-DecisionMaking-Process.topicArticleId-8944,articleId-8863.html Tourish, D., and Hargie F (2004). Key Issues in Organizational Communication. New York; Routledge Yosef D., and Dannen C. (2009). Value Based Health Care: Linking Finance and Quality. New York: John Wiley & Sons. Read More