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Solution
1.1 Different Types of Organisation. 2
Divisional Organizational Structure. 2
Matrix Organizational Structure. 3
Organisational Strategies for MNGHA. 4
Collaborative Project Management Software. 7
1.2 Connections between organisational strategy . 8
1.3 External factors and trends. 8
2.1 Theories and Models for Organisational and Human Behaviour. 8
2.2 People Practices Impacts. 10
Impact of Employee Selection on Organisational Culture. 10
Impact of Employee Selection on Organisational Behaviour. 10
2.3 Change management model 11
3.2 Organisational Strategy Example. 16
3.3 Processes for Consulting and Engaging With Internal Customers. 17
Task- Questions
1.1 Different Types of Organisation
From CIPD Factsheets, it is clearly seen that an organisation structure greatly influences its performance (Bosley, 2023). However, adopting a well-developed structure supports the core processes of decision-making system and resources’ collaboration process. On the other hand, a poor or unfavourable organisational structure can slow down flexibility, efficiency, and currency.
Divisional Organizational Structure
A divisional organisational structure comprises an organisation in sub-programmes; in these sub-programmes, every division is usually accountable for its functional areas – products, services, geographical areas or customers (AIHR, 2024). Each division works standalone, it has its own budgets for marketing, finance, and human resource department, but these departments work towards the achievement of the organisation’s goals and objectives.
Advantages and Disadvantages
This work identifies specialist and market focus as among the key strengths of a divisional structure of organisation. For example in my organization, MNGHA (Ministry of National Guard Health Affairs), divisional could look like the fact that healthcare services are divided in some regions such as Eastern or Western region each of them is aimed to meet the healthcare needs of the population. This setup ensures that there is fast decision-making at the divisional level and the provision of unique solutions to local problems.
However, the structure also has its weaknesses: for example, in a divisional structure there is often a significant amount of overlapping of resources – each division has its own departments. In MNGHA, this could entail a possibility of having different specialised departments such as finance or human resource for every division which may be expensive in relation to cost.
Appropriateness
MNGHA needs a divisional structure because its numerous offices and specialised medical services always depend on local requirements. Structurally, this makes it possible for each area to effectively manage challenges that are specific to a particular region in delivering the overall vision of MNGHA which is to provide high quality health care services.
Matrix Organizational Structure
Matrix Organisational Structure refers to an organisational structure in which subordinates report to two or more managers. A matrix organisational structure can therefore be described as a mixture of functional and divisional structures (Stuckenbruck, 1979). Employees are double reporting to functional and project or divisional management so there is integration across functional areas while retaining technical competence.
Advantages and Disadvantages
A matrix structure is also beneficial in that it can foster improved functional integrated and cross functionality as well as resources sharing. For instance, in MNGHA such a structure can be applied for the elaboration of cross-functional healthcare projects like the introduction of recent medical technology or enhancements of patient care. This set up is advantageous because some projects may involve cardiologists, radiographers, and IT personnel; such specialists can be coordinated to provide unique solutions when embarked on a project..
But the matrix structure can also have its down side such as; ambiguity of accountability and authority and conflict and struggles in managerial roles. This may in MNGHA occur in form of tension between divisional heads and some functional managers as a result of different priorities /goals.
Appropriateness
The matrix structure would be ideal for MNGHA when handling broad, multi-disciplinary healthcare projects, which call for the input of many a department and geographic area. This structure seems to work well in the dynamic and project-based culture of the organisation to meet the changing demands of the healthcare sector.
1.2 Connections between Organisational Strategy, Products, Services And Customers
Organisational strategy is the backbone of an organisation by which it can realign organisational operations, decisions, and resources and work towards accomplishing major goals (Indeed, 2021). It reflects the vision of the organisation, takes into account such factors as threats facing the organisation, and defines strategic variables to ensure competitive advantage. Sometimes a well interlinked strategy guarantees continuous growth and customer value not only great for the organisation but also flexible for changes in the market environment.
Organisational Strategies for MNGHA
MNGHA employs two key organisational strategies: The first topic is Patient-Centred care and the second one is Digital Transformation in Health care (My.gov.sa, 2023). The patient-centred care strategy aims at the optimal improvement of the healthcare supply so that patient results are optimised, emphasising both quality and access. The digitalisation concept of care focuses on utilising information technologies, including the EHR and telemedicine usage in enhancing the delivery and running of services.
Link Between Strategies and Strategic Goals
There is a linkage between the formulated strategies and the strategic goals in an organisation. Most of these strategies relates directly to MNGHA strategic plan which entails delivering quality, affordable and efficient health care and optimised use of technology. Patient centred care is a sure way of achieving the objectives that relate to patient satisfaction and achievement of better results as per their needs. Digital transformation encompasses the organisation’s goal of improving overall business operations and making healthcare facilities ready to meet new requirements.
Ensuring Services Meet Customer Needs
The patient-centred care strategy tends to deliver services by addressing those needs of the patient. For instance, adding substantial clinics for chronic diseases including diabetes clinic shows the MNGHA strategic care provision. Likewise, the digital transformation strategy brings improvement of convenience and access through such factors as telemedicine. These approaches demonstrate how MNGHA has taken precautions to meet customer needs successfully.
External Contexts Impacting Success
The success of all these strategies in outsourced call centres depends on the following external factors. For example, the economic situation defines the availability of funds for health care projects in terms of resources (Stoumpos, Kitsios and Talias, 2023). Technological changes that are on a quicker pace thus have to be given a steady funding for developing staff and enhancing the facilities. Moreover, there are elements of the tangible implementation process which may hinder the smooth integration with the proposed strategies, for instance, organisational reluctance to change or legal restrictions. They are all critical success factors that need to be addressed in the long-run.
1.3 External Factors and Trends Impacting
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