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Job Redesign Strategies for a Healthcare Organization - Case Study Example

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The report "Job Redesign Strategies for a Healthcare Organization" incorporates the job redesign strategies which can effectively lead to an increase in the workforce’s productivity as well as facilitate sense-making in these turbulent times of change. …
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Job Redesign Strategies for a Healthcare Organization
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Job Redesign Strategies for a Healthcare Organization

Download file to see previous pages... Healthcare today is rapidly changing and organizations, mostly due to financial and technological turbulence, are constantly undergoing re-formations, both small and drastic. Healthcare organizations such as hospitals are seeing re-organization of work processes, reductions in hospital staffs and changes in skill mix due to these changes and the most predominant effect that they have appeared to have on the performance of these organizations are not positive in nature. While some organizations do manage to turn this change into a positive force, most are ill adept at handling the re-structuring efforts and poor execution, as well as a lack of proper communication, can manage to do these organizations much more harm than good.
This report aims to outline and suggest job redesign strategies in a way which can provide maximum benefit to the organization by creating a standardized redesign effort. The report also deals with laying out strategies which the administration of the hospital will have to take up in order to create an affinity for learning within the organization; practices through which employees can enhance their capabilities and work with increased efficiency
Hackman and Oldham (1980, p.44) have defined work redesign as "changing the actual structure of the jobs people perform‘. While this may seem to be a simple term, in the context of a hospital, researchers agree that the type of redesign strategy that a hospital administration will take up will be directly linked to the generic strategy that has been employed by the hospital in matters other than the specific redesign. According to Das & Tonges (1995), hospitals can be differentiated into three broad categories in this regard: the Prospectors, the Analyzers and the Defenders. The organization that we are discussing is essentially a Prospector, it chooses to operate in changing domains and has a certain fluidity to its alignment with environmental demands and needs. ...Download file to see next pagesRead More
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