• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11

Organisational Management - Anersley Hospital.

Extracts from this document...

Introduction

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.

Middle

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.

Conclusion

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.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    The training is essential to avoid this type of situation. The main organizational function that helps Sainsbury to operate successfully and also relates to customers by the way that they are getting a good service. The research and development function also interrelates with the production function in having an efficient

  2. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    Tesco provide 10% discount for employees worked for more than 1 year when they purchase for more than �3 in any UK store and nectar points for purchase more than �1. Tesco operate a first-class contributory pension scheme for all employees.

  1. Business at Work - ASDA

    A1 & A2 - EXPLAIN AND EVALUATE THE HOW THE ORGANISATIONAL STRUCTURE, CULTURE & MANAGEMENT STYLE INTERRELATE AND THE IMPACT ON THE PERFORMANCE OF THE BUSINESS The performance of any business in terms of its success or failure is very much ultimately dependent on the how well the adopted organisational

  2. Investigate about the important roles that management plays in achieving my chosen organisation aims ...

    And management will have to register all their fixed assets and update it regularly. Plant and Machinery and equipment: management will have to make sure regular checks are done on all the machinery that they use and make sure they are safe.

  1. The stages involved in recruiting new staff.

    Vocational activities are most appealing to employers. Always have a positive start and strong point for each section. E.g. when listing your qualification start with the highest qualification so A' Levels, GCSE's, etc. As mentioned before be honest and accurate as even if lie on your CV and you get

  2. Disney: An organisational culture

    Everyone who has ever been to a Walt Disney theme park is often warmly welcomed by greetings from such role models handed down through the years to children and adults alike of characteristics like those of Mickey Mouse, Goofy and Donald Duck.

  1. This essay will critically compare the machine and culture metaphors described by Morgan in ...

    The managers are described, as engineers because the workers every step is well thought out by the management team, so there are guidelines on how, when, and why the workers are doing a specific task. A good example of how managers are compared to engineers often occurs in the fast food industry.

  2. Total Quality Management

    Quality should be totally pervasive. Every work group in the business should be concerned with seeking ways to improve the quality of their own product or service. A successful TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work