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Organisational Management - Anersley Hospital.

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Organisational Management Anersley Hospital Introduction Anersley Hospital is one of the many organisations facing a tough future due to the change in work patterns. The case study illustrates the importance of better management and positive attitude of the employees towards the organisation. Here the main issue is the change in working practices and the effect it has on the people involved and the overall organisational goals. It can be said that the Medical Records Department at Anersley Hospital functioned under few metaphors namely 1) Organisations as Machines 2) Organisations as Organisms 3) Organisation as Political Systems 4) Organisations as Psychic Prisons. Below is a detailed analysis of the Anersley Hospital case study with reference to the above mentioned metaphors. Analysis Before the Move It can be clearly seen from the case study that "Shack", the old medical record department, worked very efficiently and the people had a positive attitude towards achieving the departmental goal without the implementation of any major business or management theories. Mrs. Price the records manager had a very close working relationship with her staff which made her staff feel counted and it felt to them that their presence made a great difference in the "Shack". The whole structure was based on teamwork and respect of each other. Also the experience behind Mrs Price worked to her advantage of getting the job done effectively and accurately. Although the working conditions were not up to the standards such as desks and equipment of the medical records filing section which were worn out, and the actual racks and shelves for the storage of patient's records were a selection of miscellaneous designs and of various ages that had just accumulated over the years, the workers in the department were allowed to put up coloured posters and cartoons to make the place more cheerful and give touches of homeliness and individuality. ...read more.


Mrs. Price became the record keeping manager where she had to give orders to the other four clerks with whom she had work for years as a team mate, this gave Mrs Price an element of control and authority. Secondly the hierarchical structure was reinforced by the location of "knowledge" contained within the management group; this began with Mr. Fraser having meetings with the Regional Management Service Organisation and Methods (O & M) and MRO and with some other Hospital department and also his periodic checks on Mrs. Price's office. These kind of activities led to bad feelings on both sides and also when he discovered missing cards (management key), and the staff used to refer to him as 'the bloodhound'. It took Mr. Fraser two weeks of research before he felt confident enough to implement the new scheme. Mr. Littlewood gave his continued support throughout the venture to Mr. Fraser, as he consulted him, and the planning team regularly about the records and the staff working system. He then developed a Master plan with understanding of the elements that govern how an organisation should be organised and implemented. Morgan suggests that organizations can be seen as "information-processing brains" he states that: "Organizations are information systems. They are communications systems. And they are decision-making systems." The Medical Records at Anersley Hospital scenario and its organizational functioning depended greatly on information processing; this is evident from the fact that Mr. Fraser, the O&M clerks and Mr. Littlewood had regular meetings, where they discussed the new "filing record system". But Mr. Fraser was the architect of the master plan, and he made the decision on which? , what? And where? Issues. This approach to their organization implementation reflects the brain metaphor. ...read more.


Giving an extra half and hour would have been a good idea as during the movement there would have been a great deal of time loss. And I think that Mr. Fraser did all the changes to quick including changing their social life such as changing the way staff worked at the "Shack", it probably made them feel like they started a new job. Conclusion "Improvements in productivity of 25% to 50% have been demonstrated when employers are willing to engage their employee and create an environment where employee motivation is the norm not the exception." This case study is a clear indication of a lack of management and breakdown of a well structured system through changes that were not well planned. It should be realised that employees demand more from the employers now, wanting both a job that can secure their financial situation and give them job satisfaction, supporting Masbow's theory of self actuabisation (Huczynski & Bucimamman, 2001, 241). Some writers claim that we are moving towards a "leisure society", a "post-industrial society", which both implies changes in both the organization of work and in the work ethics (Noon & Blyton, 2002, 68-70). Reference P. D. Anthony. The Ideology of Work. Tavistock Publications, 1977. Huw Beynon. Working for Ford. EP Publishing Limited, 1975. Huczynski & Buchanan. Organizational Behaviour. Prentice Hall, 2001. Makin, Cooper & Cox. Managing People at Work. BPS Books, 1989. Noon & Blyton. The Realities of Work Paigrave, 2002. Rosenfeld & Wilson. Managing Organizations. Prentice Hall, 2000. Vroom & Deci. Management and Motivation. Penguin Books, 1970. Morgan, G., (1986), Images of Organisations, Sage, London. Simon, H. A., (1947), Administrative Behavior. New York: Macmillan, in Morgan, G., Images of Organisations.. Tynan, E., Little Women, in Armson, R., & Paton, R. "Organisations Cases Issues, Concepts" First Edition. (1980), The Open University & Paul Chapman Publishing Ltd. ...read more.

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