Internet Article Review “When to call the organization doctor” Essay

Summary In the article, When to call the organization doctor by Robert N. Llewellyn discusses many techniques that are available for an organization and managers to use in determining how to properly identify organizational problems, or resolve current problems within the organization. Llewellyn’s article briefly describes eight-elements in accomplishing organizational effectiveness: Strategic Direction, Goal Alignment, Work Process and Projects, Organizational Structure, Performance Management, Rewards, Cultural Support Systems and Infrastructure. The article further points out that after a manager have identified the elements for effective organizational management than they should apply these elements to diagnosis problems within the organization. Furthermore, â€Å"When a fit problem is identified†¦ one must use not only simple deductive thinking, but inferential thinking as well.† (Llewellyn, p.79, 2002) Following this step â€Å"†¦puts management in charge of where the organization is going, strategically and systemically, and avoids the management-fad phenomenon.† (Llewellyn, p.79, 2002) Effective Management In week, one Professor Sowunmi asked the class to explain, â€Å"How does effective management impact organizational success?† (Main newsgroup, February 4, 2004 DQ 2) In answering the question I stated, â€Å"Effective management can have an endless impact upon the success of an organization. Interview Article 3 The main goals of any business are to make sure that its organization and its employees perform proficiently and productively. Any company can accomplish these goals if the employees are provided with appropriate guidance, enough flexibility, and supplied with the necessary information about what the organization is trying to accomplish. Moreover, a company that is successfully managed has a vision and knows how to make decisions that are consistent with the company’s vision. In addition, an organization that has good management can make good decisions that not only improve the profits of the company, but also give the employees a sense of pride in their company. A company that is managed successfully recognizes and appreciates its customers and will go all the way in making sure the customer is place first.† (Easter-Brown, DQ 2, February 7, 2004) This statement helps support the fact that if an organization fails to properly diagnosis problems within the organization they are most probably committing a form of â€Å"organizational malpractice.† In other words, thinking about the many ways organizations try to change and make themselves healthier makes it nearly impossible if they are unwilling to remember that prescription without diagnosis is malpractice, whether in medicine or management. On the other hand, the self-medication approach can sometimes have limited impact and can even lose headway. Without any external help or ideas, the side effects or self-treatment can be limited management thinking, stubborn devotion to traditional and comfortable viewpoints. Self-medication can work well, but management must be well informed about the range of effective remedies. Interview Article 4 Take the statement made by Kevin O’Connell, one of my fellow classmates,† Effective management uses mistakes as opportunities for learning and is able to recover and quickly adapt to changes in the business climate. Ineffective management points the blame on others and never learns nor takes ownership for mistakes.† (Main newsgroup DQ2, February 5, 2004) Furthermore, preferring the self-medication approach, many organizations continually engage in various processes aimed at self-change. They may purchase current management books, videos and training materials — the counterpart of over-the-counter medications — but in general, they prefer to figure things out for themselves. Many firms are simply more comfortable with this â€Å"do it yourself† approach and have little attraction to the idea of bringing in outsiders to deal with their change agenda. Internal task forces, special initiatives, campaigns and focused training programs can be effective forms of self-treatment. If they have a core team of bright, well-qualified internal change agents, they could make great progress. Llewellyn states, â€Å"†¦managers should first correctly diagnosis organizational problems first, then, if needed, search for a consultant that has the experience needed.† (pg. 79, 2002) Changes for SHS If I could make changes or recommendations for my own organization, they would defiantly be built around the guidelines of organizational effectiveness. Interview Article 5 The Stamford Health System is currently under new management and many of the guidelines stated in Llewellyn’s article are exceptional steps for improving the effectiveness of my company’s organizational structure, for example, Performance Management, Rewards, and Cultural Support Systems are some good suggestions for improvement. In my recommendations for Performance Management, I would like to see a centralized scheduling streamlines access to the hospital’s services that satisfy physicians and patients, for example, a Centralized-scheduling staff of stationed in close proximity to the Admitting office, increasing their efficiency due to the high volume of walk-in patients. The average 95 faxes and 30 calls received each day from physicians’ offices will be reduce to approximately 15 minutes to schedule. The training process for central scheduling staff is broader so that they can schedule all procedure/visit types Specific IT systems can now facilitate c entral scheduling by being â€Å"smart† about scheduling. If my organization wants to be competitive and increase their nurse retention, they need to provide major stimulus to restructure the hospital and organization. There needs to be an improvement in our internal reform strategy as well as a market alliance strategy. In order to be successful in the market environment of managed care and managed competition, my institution needs to expand market share through superior quality service; reduce management overhead with flat structure; increase productivity with self-directed teams; control expenses within budget; reinforce innovation and performance with incentives; and reinfuse employees and medical staff with a sense of shared optimism about the future. Interview Article 6 I believe the result will be a sweeping overhaul in organizational culture, driven by a radical shift in management philosophy and a permanent commitment to seek continuous improvements at all levels. Conclusion It is evident from my evaluation and the article When to call the organization doctor by Robert N. Llewellyn that careful evaluation and diagnosis of the central problems in an organization can help avoid †¦Ã¢â‚¬ expensive, disruptive, and often unnecessary intervention†¦Ã¢â‚¬  (pg.79, 2002) Overall, through a conservative position an organization can develop the capability to evaluate and diagnosis effective organizational skills to improve the many problems that may arise in the organizational structure. Fundamentally, as long as the organization is willing to strive for organizational effectiveness, they have a greater chance of solving problems within the company. Interview Article 7    References Easter-Brown, D. (Feb. 7, 2004). MGT 330 Main Newsgroup. How does effective management impact organizational success? Retrieved from MGT 330 Main Newsgroup on February 16, 2004 Llewellyn, R.N. (Mar. 2002). When to call the organization doctor HR Magazine. Vol. 47, Iss. 3, pg. 79. Retrieved from ProQuest database on February 2, 2004. O’Connell, K. (Feb. 5, 2004). MGT 330 Main Newsgroup. How does effective management impact organizational success? Retrieved from MGT 330 Main Newsgroup on February 16, 2004 Sowumni, A. (2004). Overview of The Concepts of Management: Week I Lecture. Retrieved from MGT 330 Course Newsgroup on February 13, 2003. University of Phoenix (Ed.). (2002). Management: Theory, Practice, and Application [University of Phoenix Custom Edition e-text]. Upper Saddle River, NJ: Pearson Custom Publishing Retrieved February 13, 2003.