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

SummaryIn the article, When to key out the organization doctor by Robert N. Lle substanti aloneyyn discusses many techniques that be available for an organization and managers to use in ascertain how to properly identify organisational problems, or resolve current problems inside the organization. Llewellyns article in short describes eight-elements in accomplishing organizational in effect(p)ness Strategic Direction, Goal Alignment, Work Process and Projects, Organizational Structure, public presentation Management, Rewards, cultural Support Systems and Infrastructure.The article further points out that after a manager have identified the elements for effective organizational commission than they should apply these elements to diagnosis problems within the organization. Furthermore, When a fit problem is identified ace must use not only simple deductive thought process, but inferential thinking as well. (Llewellyn, p.79, 2002) Following this step puts management in charge of where the organization is going, strategically and systemically, and avoids the management-fad phenomenon. (Llewellyn, p.79, 2002)Effective ManagementIn week, one Professor Sowunmi asked the class to explain, How does effective management dissemble organizational success? (Main newsgroup, February 4, 2004 DQ 2)In say the question I stated, Effective management can have an endless impact upon the success of an organization. hearing Article 3The main goals of any business ar to shed sure that its organization and its employees execute proficiently and productively. Any company can accomplish these goals if the employees are provided with appropriate guidance, enough flexibility, and supplied with the necessary education 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 companys vision. In addition, an organization that has near(a) management can make good decisions that not only improve the profits of the company, but also give the employees a sense of superciliousness in their company. A company that is managed successfully recognizes and appreciates its customers and will go all the way in qualification 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 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 hail can sometimes have limited impact and can even lose headway. Without any outside(a) help or ideas, the side effects or self-treatment can be limited management thinking, c ross-grained 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 4Take the statement do by Kevin OConnell, one of my fellow classmates, Effective management uses mistakes as opportunities for learning and is able to encounter and quickly adapt to changes in the business climate. Ineffective management points the blame on others and never learns nor takes monomania 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 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 heavy(p) progress. Llewellyn states, 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 SHSIf I could make changes or recommendations for my own organization, they would defiantly be built around the guidelines of organizational effectiveness.Interview Article 5The Stamford Health System is currently under new management and many of the guidelines stated in Llewellyns article are exceptional steps for improving the effectiveness of my companys 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 underwrite a centralized scheduling streamlines access to the hospitals services that satisfy physicians and patients, for example, a Centralized-scheduling lag of stationed in close proximity to the Admitting office, increasing their efficiency due to the high volume of walk-in patients. The middling 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 lag is broader so that they can schedule all procedure/visit types Specific IT systems can now facilitate central scheduling by cosmos smart about scheduling.If my organization wants to be competitive and amplify their nurse retention, they need to provide study stimulus to restructure the hospital and organization. There needs to be an improvement in our internal remedy strategy as well as a market alliance strategy. In order to be successful in the market environment of m anaged care and managed competition, my institution needs to expand market role 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 6I believe the force will be a sweeping overhaul in organizational culture, driven by a radical shift in management philosophy and a permanent commitment to seek never-ending improvements at all levels.ConclusionIt 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 expensive, disruptive, and lots unnecessary intervention (pg.79, 2002) Overall, through a conservative position an organization can develop the force 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 great chance of solving problems within the company.Interview Article 7ReferencesEaster-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, 2004Llewellyn, 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.OConnell, K. (Feb. 5, 2004). MGT 330 Main Newsgroup. How does effective management impact organizational success? Retrieved from MGT 330 Main Newsgroup on February 16, 2004Sowumni, 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. fastness Saddle River, NJ Pearson Custom Publishing Retrieved February 13, 2003.