Running head: ORGANIZATIONAL ANALYSIS

Organizational Analysis and Design Evelyn Pearson-Ray HCS/514 September 12, 2011 Debra Williams

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Organizational Analysis and Design Organizational design An analysis provides valuable insight to determine if the work performed by the operations, productivity, and ability to influence the organizational process meets the criteria established by the organization. An organizational theory is a reliable method to evaluate this process. The Reproductive Health Centers uses the systems theory or approach. The theory of systems is best represented collectively by the emphasis on the work of the agency, the effect of the activities and interactions between the staff, and management. The model includes evaluation of the organizations structural design, managerial focus on model theories, and theories that include computer technology utilization. The collective focus of this organization is to support the mission of the agency. Each individual operates in specific roles and the various departments mutually function to perform the mission (Yoder-Wise, Mancini, 2011). The mission statement promises to ensure quality reproductive health services by providing broad public access through direct service, education, and advocacy. The organization consists of 19 health center sites in three counties. The Education and Training department offers reality-based didactic sessions internally and externally to the schools, promatores, families, and the public. The advocacy leg of the organization consists of legal experts, community rallies, volunteer services, and public relations. A SWOT analysis of the organization in respect to the mission statement that in purpose, should define the reasons the agencys existence will confirm or expose the correctness of the current direction. Strengths: The strategic planning for the number of clinic sites and locations in the three counties demonstrate the intent to service a large number of clients. The outreach and programs of the education and training department are extensive. The opportunities are on the ground and Internet available. The annual report is well organized and available to the public. The website is informational addressing client services, advocacy activities, and educational opportunities. The implementation of educational growth, development, and credentialing processes of the staff support the mission statement. Weaknesses: The reproductive services are limited. The practice of infertility, prenatal, and climeratic care are untapped areas. The large number of clinics and the coverage in three counties dilutes the connection between administration and satellite services. The agency vision is not defined. Opportunities: Consideration of expansion of services, routine scheduled visits from the administrative leaders. Create a vision based on the mission statement and the work of the organization. Routine administrative visits to outlying sites create an environment of recognition

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and support to the front-line staff to which the public has direct access. Enhance connections with organizations or affiliates in partnership to provide complete reproductive services. Threats: The loss of clients who are seeking extended reproductive services. Frequent turn-over because disconnect to the leadership in-spite of buy-in to the mission. Limited income resources requiring staff re-alignment scaling back of plans to increase services in the newest county acquired. The internal factors that design and shape the agency The organization is a top down, complex, and dynamic nonprofit entity. The agency practices formal and informal structures to operate. The chief executive officer (CEO) is governed by the agency board members. The (CEO) is responsible for determining the formal structure of the organization based on the needs and direction required to manage agency functions. The agency has an educational leg, an advocacy leg, and clinical services. Each leg interacts at some junction to support the mission of reproductive health care and rights.

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The internal structural system is a clear-cut chain of command for decision making. Centralized decision-making led by superiors requires strict rules and distinct reporting lines. Each manager reports to the director who reports to the vice president, the chain may continue upwards to the senior vice president or directly to the CEO, depending on the function of the direct report (Baldwin, Dimunation, & Alexander 2011). The external factors The entities with direct influence possessing the ability to affect the growth and survival of the organization are the customers, demographics, competitors, and global perspectives. The raw materials, skilled workers and financial resources are additional external factors. Technology, laws, and regulatory agencies affect the viability of the organization (Gupta, 2009).

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Community clinics that share cash, state-funded and ensured (on a limited bases) compete and share patients. Many of the clients receive health care benefits from state funding. State funding for reproductive health care continues to be a target in politics and government budget crisis. Similar to the slogan there are many other airlines that could have been chosen, thank you for choosing this airline this agency understands the clients do have other choices. Many of the services provided in the area are comparable; therefore the agency leaders researched means to enhance services to become the choice provider. The decision to explore branding, acquiring contracts from more health care insurers, and reaching out to community organizations such as faith communities became the patient or customer centered projects. Understanding the needs and desires of current and prospective customers are paramount in branding for success. A successful brand resonates with both present and potential customers (Lake, 2011). An introduction to the concept of branding was introduced through a summit meeting attended by the entire management team of the agency. Collaborative leadership strategies introduced the concept and buy-in from the staff. The health center visits were branded to the staff as experiences. The experiences included the essentials of professional appearances, listening skills, looking for opportunities to assist, pleasant environments, and accommodation. The center managers initiated various celebrations to kick-off the experience date allowing the center staff to decorate the clinics, arrange pot lucks, and download pictures of the celebrations on the agency intranet. The electrifying atmosphere of the centers deemed the buy-in as successful. The outcome is evident by consistent compliments from the clients in the service and welcoming environment, Marketing was instrumental in courting multiple insurers to extend client coverage to receive care with is agency. Several insurers granted coverage for the preferred provider option (PPO) subscribers with some provisional limitations. The clients expressed appreciation for friendly accommodations and increased access to care. The community outreach department invited 50 members from various churches, synagogues, and mosques to a luncheon to discuss the agency services and inquire how the agency could be of service to the faith community. The guest speaker was a representative from the city counsel who is also a business image consultant. The outcome resulted in new supporters and agreements to send volunteers to speak to the congregation or participate in health fairs. Thirty-three of the 50 invitees declined the invitation. The behavioral affects from the demands of more accountability on the organization This organization strives for excellent customer care but there are some notable changes because of the regulatory changes stemming from the IOMs report of To Err is Human and the impending health care reform. The implementation of electronic medical records (EMR) forced staff into compliance to continue employment with the agency. The training remained

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well developed and supportive. The creation of an internal learning institute provided training in coaching, managing, and writing skills for evaluations and disciplinary actions. Competency evaluation and compliance tools were created for every level of leadership. The number and necessity of meetings transformed into meaningful meetings. The buy-in from the organization is evident in the increased efforts to continue to be the reproductive health care agency of choice. The threat of losing state funding prompted evaluation of expenditures and adoption of Six Sigma as a new management model. The effectiveness of an organization is reliant on the awareness of the leading manager. This awareness manifests through the evaluating processes and the relationship to the mission statement. The processes to be evaluated are the structure, financial status, the management model, and the customer base and satisfaction. The strength of the organization is dependent on support and structure in both directions in the chain of command. The agency identified consists of the required structure, mission statement, progressive, and proactive approaches to be the provider of choice. Self-imposed and regulatory imposed compliance produces behavioral changes in any organization. As the agency adapts to change and cascades the demand for compliance throughout the agency the results benefit the clients who are the purpose for the agencies existence.

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References Gupta, A, (2009) Organizations External Environment. Practical Management. Retrieved from http://www.practical-management.com/Organization-Development/Organization-sExternal-Environment.html Kim S. Baldwin, PhD, Nancy Dimunation, RN, BAN, MHA, and Jack Alexander, MD Health care leadership and dyad model. (July, 2011) Retrieved from http://ehis.ebscohost.com/eds/pdfviewer/pdfviewer?sid=04566952-00ed-426b-b70cc2db1abdd717%40sessionmgr10&vid=24&hid=4 Lake, L. (2011). What is Branding and How is it Important to Your Business. Retrieved from http://marketing.about.com/cs/brandmktg/a/whatisbranding.htm Yoder-Wise, P. S., Mancini, M. E. (2011) Understanding and Designing Organizational Structures. Leading and Managing in Nursing, 5th ed. P. 143-153.