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Solution
Table of Contents
1.1 Organisation Structure Evaluation. 2
Horizontal Organisational Structure. 3
1.2 Organisations strategy connection with products, services and customers. 5
King Fahad Medical City (KFMC) Strategy. 5
1.3 External factors/trends impacting organisation. 7
1.4 Scale of technology within organisations/impacts. 7
2.1 Edgar Schein’s Model organisation culture and theory/model of human behaviour. 9
2.2 People practices impact organisational culture and behaviour 11
2.3 Models/Theories to Managing Change. 11
2.4 Model explaining how change is experienced. 14
2.5 importance of wellbeing; factors impacting wellbeing. 16
3.1 Links of employee lifecycle and people practice. 17
3.2 People practice connecting with organisation and supporting people/organisation strategies 18
3.3 Consulting and engaging internal customers of people function. 19
Task Questions
1.1 Organisation Structure Evaluation
Organisation structure is defined as a set of practices and input applied in an entity for planning the most appropriate strategy for organisation goals. According to CPD Online (2023), organisation structure is important to effectively communicate in the entire organisation and teams.
Hierarchical Structure
The King Fahad Medical City (KFMC) is focused on this section to evaluate on its structure. It is an organisation dedicated in offering high-level specialised value-based healthcare services anchored on innovativeness, training and research (KFMC, 2023). The organisation adopts a hierarchical structure (see figure 1);
Figure 1: KFMC Organisation Structure
The underpinning reason for the structure is due to the necessity for engaging all levels of management and executive teams in implementing the organisation functions. By using this structure, KFMC is ranked as a leader in KSA healthcare sector. The entire teams are actively engaged with the goals and objective of the organisation communicated across the entire hierarchy.
For advantages, they include;
Elaborate career growth– Through the application of identified hierarchical structure, there is a possibility of implementing a clear command. As evidenced in Wingfield and Chavez (2020), this lead to attracting and retaining the best staff.
High-level loyalty of leadership and management– Through an implementation of a hierarchical organisation structure targeting staff working in teams and departments, highly loyal staff are engaged.
For their disadvantages, they are;
Cost and time intensive to implement– In line with Harsch and Festing (2020), success in management of all departments tend to be costly. Also, since hierarchical structure engage multiple employees which is costly.
Slowed decision making– In hierarchical structure, involved people are called upon to contribute to decision making process. The outcome of this is reduced capability of assuming dynamism of their market.
Horizontal Organisational Structure
In existing research, horizontal organisation structure/flat organisation structure include involvement of limited management segments (Maassen & Stensaker, 2019). In regard to this structure, management teals leverage on need for achieving immense success for subordinates inclusion and reduce managers control. An example of this structure is shown in figure 2;
Figure 2: Flat Organisation Structure
The underpinning rationale of application of the structure is guided by necessity of granting employees opportunity for prioritising and offering sufficient control process. By applying this structure, a chance is granted to utilise different management teams input and staff expectations.
Considering the advantages, they are;
Increase in employees satisfaction– Employee satisfaction is achieved in organisations using flat organisation structure. This is since the structure grant employees with a chance of self-regulating their operations.
Maximum use of resources– Additionally, by applying the structure, resources are used to prioritise on cost-based savings in active practice. The rationale of this is the different departments work as compartments and different from each other. The resources are hence prepared, shared and distributed for success.
Conversely, their disadvantages include;
Reduced performance/output– With the entire departments being merged in the structure, this evidence interdependence of all levels for success of the rest. Therefore, failing in the different levels contribute to overall failure of the initiative.
Unclear Targets– For organisations using flat structure, there exist ambiguous expectations of achievement of their functions. It is not clear on the scope of expectations.
1.2 Organisations strategy connection with products, services and customers
King Fahad Medical City (KFMC) Strategy
Through an appreciation of KFMC strategy, Ansoff Matrix is applicable (Clarissia, 2020) as illustrated in figure 3;
Figure 3: Ansoff Matrix Summary
Market development strategy- Post COVID-19 pandemic, KFMC strategy include improving R&D strategy for new products. Further, they have set a learning program for an improved market dominance.
Product development- At the start, KFMC was only targeting non-communicable ailments. They have currently introduced new lines of products for different customer groups.
Diversification- For their different customer groups, they offer discounted costings for their products and services. They are increasingly diversifying their practices.
Market penetration strategy– KFMC is identified to be appropriately positioned in targeting venture of different markets. This is with an increase in loyalty and value of their operations. This has led to strategic positioning of KFMC in KSA healthcare sector.
Products
KFMC operating in healthcare industry, products offered include diagnostic tests and machines and different medication. A case example is adopting technologies in ensuring that they are appropriately placed to grant increased quality products. The outcome of this is leveraging on competitive advantage and eliminating main competitors in the market. Specifically, OMOSA (2022) identify product development as guiding positioning in attraction of veterans and to support scope of granting the products.
Services
Majorly, KFMC is engaged in providing services to patients and other customer groups. They pursue a business-level strategy improving likelihood to integrate functional units relations to provide effective services to various clients groups (Seifzadeh & Rowe, 2019). The process highlight management teams and administration in KFMC supporting services offered more than competitors and non-substituted. The challenge of the process include a lot of time applied to achieve the practice and resource utilisation.
Customers
Considering KFMC customers, they support them by promoting a successful and satisfaction levels. The clients are supposed to crave, determine their desires and wants with satisfaction highly achieved by effective customers characteristics (Kurdi et al., 2020). Hence, organisation strategy need to align with clients expectations holistically. The disadvantage of the process is varying wants and expectation with satisfaction hindering the process. Apart from this, by analysing macro-environment aspects inclusive of PESTLE, it is possible to identify customers’ demands and align organisation strategic goals and practices (CIPD, 2023).
Vertical integration (McMackin & Heffernan, 2021) entail a strategy implemented in integrating various people practice professionals functions and integrate people practice professionals with organisation practice. This means HR strategy is aligned with corporate goals. Horizontal integration include making sure HR initiatives are aligned hence increase in their implication.
1.3 External factors/trends impacting organisation
PESTLE Analysis is defined to be a tool employed in focusing on Politics, Economy, Social, Technologies, Legal and Environment by focusing on level of influence (CIPD, 2023). In appendix 1, PESTLE Analysis has been summarised.
Economy
For international economy, Rahim et al. (2021) note on the likelihood of increasing from 4% from 2023 in UK case. The percentage would be an increase from the 2.7% currently from 2022. Considering KSA, post-pandemic and reduced oil and gas per barrel, negative implication on their economy is evident/ This has an impact on the available resources for resourcing highly qualified employees to feel the available job vacancies.
Priority– The priority of the economy factor is for KFMC to involve the admin and their government in increasing support process offered. This can elicit positive impact on making sure sufficient resources access for their practice. The priority is relevant due to Post-Pandemic recession.
Social
This is identified to be evidenced by increased Millennials in UK and KSA making approximately 55%of the entire workforce Further, this demographic trend influence how the population. Further, the elderly are increasingly retiring leading to immense costs to be incurred by KFMC with an intention of setting the pension costs.
Priority– For the identified factor, prioritisation is offered in using Saudisation in ensuring they recruit local employees in their practice. This is for ensuring KSA Communities are prioritised at the resourcing process recruited first.
Technology
As evidenced in Bouncken et al. (2021), it is clear that increased revenues entail approximately 15% for the overall practices where 10bn dollars are used to improving technologies. Specifically, for KFMC, modernising their people professionals employees influence the need for sourcing technologies.
Priority– Capacity development of newly recruited employees increase their ability to execute their functions. This is with the technologies being used in recruitment and management of all employees data.
1.4 Scale of technology within organisations/impacts
Scale of technology is defined as the extent in which employees are ready in embracing technology in executing their roles. Today, Lozano and Barreiro‐Gen (2022) note that upto 60-75% of all job functions are executed by use of technology. This has been identified to have a direct correlation with the employees performance and teamwork. For instance, an increase in technologies contribute to approximately 70% of output of organisations, 50% increased communication efficiency, less physical-based engagements and customers relations improved at 70%.
The technologies used by organisations including KFMC are;
Talent Management Software– This type of technology is defined by Gurusinghe et al. (2021) as relevant for resolving challenges of managing talents internally. Hence, all the talent management initiatives as reflected in employee lifecycle are done by using this technology. For example, in April 2023, KFMC engaged in a partnership arrangement with Oracle which offer them with Talent Management Software. The strengths of application of the software include ability for achieving performance improvement with costs reduction achieved. Also, the strategy harness capacity to retain top talents, employees development and experiences improved. The disadvantages of using the technology include being relevant for smaller organisations. Also, it is costly to implement with an expert required to be engaged for its implementation with zero hindrances.
Compensation Management Software– Further this technology is used in management of remuneration, issuance of bonuses and pay and employers oriented gains. In Yuan and Yicun (2021), the tool implementation lead to an elaborate definition and automation of overall operations data supported for efficient and consistent process implementation. The advantage include ensuing fairness in pay and administered successfully with all stakeholders engaged. The challenges include data security issues faced, likelihood of loses and identity being lost particularly for privatised data.
Automated Performance– According to Lubongo and Alexandridis (2022), this is a technology used in fully automating their performance scope. This is prioritised in organisations which operate in highly competitive business environments. The advantages of the technology entail easy to implement and align with organisation practices. Similarly, less time is applied to manage entire performances hence efficiency increased. The disadvantages include multiple jobs declared as ready to be filled, immense costs to implement the entire strategy.
2.1 Edgar Schein’s Model organisation culture and theory/model of human behaviour
Edgar Schein’s Model
The use of this model is to detail 3 distinct organisation culture layers (Collins, 2021). These layers include Artefact, Espoused Values and Underlying Assumptions as illustrated below;
Figure 4: Edgar Sheins Culture
Artefacts- This level of culture are inclusive of things which can be seen, touched and smelt. For instance, KFMC offers their staff with happy hours and free lunches and paid holidays. This is important as it evidence the thinking of the organisation culture.
Espoused Values- These are identified to include the things which are believed and said to be part of their beliefs. Being a mission statement of an organisation, code of conduct detailed in employee handbook is prioritised.
Underlying assumptions– As evidenced in Coghlan (2021), this area of culture determine the things which are actually believed on. This inform need for an honesty based practice irrespective of their personalised costs.
Therefore, according to Yankov (2021), the importance of the models guided by assumption that organisation culture influence different areas of an organisation. By identifying the various culture segments of an organisation, it is possible to shape and manage culture to align strategic goals and foster a positive work environment (Coghlan, 2021). Considering KFMC organisation, they harness management ability to attract and retain highly qualified employees. The rationale of this is aligning the culture with values.
Tuckman’s Theory
This theory is based on the assumption that human behaviours are influenced by factors of forming, storming, norming, performing and adjourning (Solomon, 2020). The engaged teams develop maturity and capability, relations developed and leadership style changes becoming shared and collaborative (see figure below).
Figure 5: Tuckman’s Stages of Group Development
Forming– This is the first phase of prioritising on bringing the entire structure together. Team members assume an ambiguous and conflict managed with entire costs accepted into the group.
Storming– For this phase, it is initiated through organising tasks and initiatives surfacing in interpersonalised conflicts. The leadership, power, and structural factors dominating the phase.
Norming– The different team members create new approaches of doing and working collaboratively. Since cohesive relations, leadership changes from being individualised towards a shared leadership system. The different team members acquire relevant insights on best practice of trusting the leadership holistically.
Performing– This is a phase defined with interdependence as the norm in human behaviours in group development. Flexibility amongst the team members is evidenced with prompt adaptation for achieving varying teams needs attained.
The relevance of the model as identified in Cao et al. (2023) is to inform the best practice of team members doing and setting their overall expectations to pursue their roles. Also, it guide and instruct job groups for the different projects pursued. This is for delegation of their job roles, overseeing success of objectives to be achieved and coaching the team members holistically.
2.2 People practices impact organisational culture and behaviour
The existence of a positive organisation culture is noted to include attitude and environment of an organisation improving collaboration, performance an employee’s satisfaction level. In this type of environment, Spicer (2020) identify administration as trusting staff to execute their roles effectively and efficiently. The various stakeholders possess knowledge and ideas sharing. Further, creative and innovative employees are engaged.
Being the most appropriate strategy, people practice professionals guide to develop positive culture in following ways;
Role modelling–
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