Organizational analysis - Essay Example

Luke’s Hospital is the largest in the size as well as in number of nurses and doctors providing their services to the patients. With the collaboration of University of IOWA Hospitals and Clinics, St Luke’s Hospital is now focusing on open-heart surgeries, Intensive Care Units (ICU,) and neonatal services such that only St. Luke’s Hospital is providing such services in whole Cedar Rapids. The main reason behind the establishment of St. Luke’s Hospital was the lack of any good quality healthcare service-providers and hospitals.

Increasing level of deaths and casualties due to lack of emergency services made the officials think of establishing a new hospital in order to control the death toll. Due to this legacy element of protecting public’s life, the overall image, and respect of St. Luke’s Hospital in Cedar Rapid is quite high and people remember the hospital’s image in good faith. The community impact of the hospital is also quite appreciable since the time it built an inpatient rehabilitation unit, which is accredited by Commission on Accredited of Rehabilitation Facilities (CARF).

Fourteen Forces of Magnetism As far as the forces of magnetism are concerned, St. Luke’s Hospital has remained successful in keeping the forces consistent with original intent. However, there are still some forces, which turned out to be rather inconsistent due to various reasons. The alone presence of St. Luke’s Hospital for a relatively longer period of time and the monopoly that it enjoyed over that time created some inconsistencies in the forces of magnetism. Since then nobody did not even notice them and therefore, did not make any changes to rectify those inconsistencies.

The main forces, which are found to be inconsistent with their original intent, are fourth and thirteenth force, which relate to Personnel Policies and Programs, and Interdisciplinary Relationships respectively. Personnel Policies and Programs involve the amount of compensation and benefits that are awarded to the employees of the organization. In St. Luke’s Hospital, the major kinds of employees are doctors and nurses. Doctors are paid competitively however nurses are underpaid. In this way, St.

Luke’s Hospital remained a bit deficient in providing appropriate rewards and benefits to all levels of employees working in the hospital. Another main threatening inconsistency relates to thirteenth force such that the relationships developed between the doctors and their lower staff including nurses is not quite satisfactory. The behavior of doctors is quite harsh and underestimating with their lower staff mainly because of achieving higher qualification (Malloch and O’Grady, 2010). However, this inconsistency does not hinder the quality of healthcare services provided by the hospital to the patients.

Force number eleven, which states that nurses should also be used as teachers is also lacking in St. Luke’s Hospital. It has been the practice of the management of St. Luke’s Hospital to recruit the qualified nurses rather than teaching the new comers and bringing them in the mainstream teaching profession. Force number nine, which is related to the autonomy provided to the employees is also quite lacking in the organizational dynamics of St. Luke’s Hospital. Both doctors and surgeons do possess some real kind of autonomy and they can take even strategic decisions, which are in the benefit of the hospital.

However, staff working under these doctors and surge