Reflective Essay：Management Practice and Theory
6Reflective Essay: Management Practice and Theory
Reflective Essay: Management Practice and Theory
Reflective Essay: Management Practice and Theory
The Canberra hospital is a referral public medical facility located in Garran, Canberra, Australia. Other than the provision of primary health care services, the hospital is also an acute care teaching medical facility with approximately 650 beds (Hospitals and medical centres 2012). Furthermore, the hospital also serves the purpose of a tertiary referral centre charged with the role of providing a broad range of specialist services to the people of Garran and the Southeast NSW. Within this region, the Canberra hospital is the largest public hospital, which supports a population of about 500,000. The hospital has been able to provide health care services to this population because of its close association with other community-based organizations, which ensure the provision of continuity of care for patients (Hospitals and medical centres 2012). As a principal teaching medical facility, the Canberra hospital through its clinical school has been able to enhance its teaching status and capacity in the provision of clinical services through research, development, and teaching initiatives. When it was established in 1914, the Canberra hospital only operated with eight beds in a building with a corrugated roof that could only accommodate 28 patients at a time. However, through a series of developmental initiatives, the hospital currently delivers a comprehensive range of services to patients (Cameron 2009).
I would evaluate the effectiveness of the Canberra hospital from the mechanical perspective. This is a classical bureaucratic model that emphasizes that evaluation of organizational effectiveness must be based on the assessment of essential aspects such as specialization of tasks, standardization, and centralization of the decision making process. This approach is considered effective because it gives less focus to the effects of organizational participants of the dynamic environmental elements instead it views the organization as a rational system that has the ability of realizing its mandate (Green & Howe, 2012).
The Canberra hospital is highly effective with regard to the provision of specialized services. This is because the hospital only hires qualified personnel in the medical field to participate I the delivery of primary and acute health care services to its patients. The process of recruiting new members into the organization is characterized by a series of technical and oral interviews, which are aimed at assessing the skills capacity of the new recruits. Furthermore, the hospital has been able to realize its objective of hiring specialized personnel by subjecting its existing personnel to professional development and training courses. The objective of these courses is to ensure that the personnel are equipped with the skills that are considered necessary for the execution of their medical mandate (Hospitals and medical centres 2012).
In terms of standardization, the Canberra hospital also plays the role of nursing institutions, which trains potential and existing medical personnel in accordance with the medical curriculum. As the principal teaching hospital of the Australian National University Medical School, the Canberra hospital has been able to maintain a strong national and international reputation the fields of medicine and research. The organization is also affiliated with numerous pre-eminent research institutions such as the School of Nursing at the University of Canberra and the John Curtis School of Medical Research, which is hosted by the Australian National University (Hospitals and medical centres 2012).
Being a public medical facility, the Canberra hospital is managed by a board of directors’ charges with the responsbility of formulating policies and ensuring that the management implements the policies according to the existing organizational strategy. This is fundamental in enhancing faster and transparent decision making process considering that numerous individuals are involved hence enhancing the possibility that all the alternative decisions are considered before making the final decision (Worley et al, 2013).
Stakeholders also can also play an instrumental role in analysing the effectiveness of an organization. For the case of the Canberra hospital, the employees make up an essential group of stakeholders. For the employees, analysis of organizational effectiveness is possible through the organic perspective. This approach focuses on environmental transactions, production, maintenance, and support provided to activities and the persons performing these activities (Worley et al, 2013). For the employees at Canberra hospital, evaluating effectiveness of the medical facility would be in terms of the nature of human resource polices developed by the hospital to address issues related to employee wellbeing. This is because employees operate on the understanding that trough the development of structures that focus on addressing the needs of employees, it is possible for an organization to realize high-level effectiveness among its employees (Worley et al, 2013). In addition, for the employees when the human resource department is dedicated towards ensuring the development of practical policies focusing on work-life balance, delegation of responsibilities, just wages, allocation of responsibilities according to specialty and effective techniques of promotions, it is possible for the hospital to realize its mandate. The organic approach operates on the understanding that an organization is a system whose functioning is dependent on the existence of structures that address the needs of its parts (Worley et al, 2013).
Customers are stakeholders who engage in an analysis of organizational effectiveness. Customers can also use the organic approach to evaluate the Canberra hospital. For the customers, existing policies and structures developed by the hospital are only useful if the inputs and outputs that define the functioning of the organization are dedicated to the delivery of quality healthcare services at an affordable cost (Worley et al, 2013). For the patients, the Canberra hospital is a public facility that is funded by taxpayers. This means that they will seek services while aiming to get value for their money. For these customers any health reforms introduced in the hospital will be assessed in terms of the extent to which it addresses the existing healthcare related needs. The Canberra hospital can also be assessed in terms of the quality of experts produced through its institutions and the quality of services with regard to disease prevention and reduction will be the points of evaluation (Hospitals and medical centres 2012).
In conclusion, the patients and the employees are groups of stakeholders whose analysis of organizational effectiveness is dependent on the benefits they receive form the organization. When the organic approach is used in understanding organizational effectiveness it is possible that a biased understanding will be developed instead of an objective approach that would be developed through the mechanical approach.
Cameron, P. 2009. Textbook of adult emergency medicine. Edinburgh: Churchill Livingstone.
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Green, C. H., & Howe, A. P. 2012. The trusted advisor fieldbook: A comprehensive toolkit for leading with trust. Hoboken, N.J: Wiley.
Hospitals and medical centres (2011 edition). 2012. Place of publication not identified: Scholarly Editions.
Worley, C. G., Porras, J., & Lawler, E. E. 2013. Built to change: How to achieve sustained organizational effectiveness. San Francisco, Calif: Jossey-Bass.