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Analyse and critically evaluate the historical and theoretical basis of organization design and development and their context in terms of value and contribution to organizational life.
The functioning of any organization is a complex issue that depends on numerous aspects. That is why it is fundamental to manage a unit in the most efficient way. Under these conditions, organizational design as one of the ways to attain success by identifying the most significant aspects of workflow becomes crucial for the sphere. At the moment, specialists are able to use numerous theories and tools which exist in terms of this methodology. However, it took a long to create the needed approaches and ensure their efficient implementation in the functioning of different organizations.
Therefore, organizational design theories appeared in the first attempts to investigate the functioning of different organizations and enhance their results (Corkindale 2011). However, they lacked depth and comprehension of primary aspects that drive changes in companies. Furthermore, the emergence of commerce and the industrial revolution an efficient approach to organizational design appeared. The leading theory rested on the idea that the primary aim of any organization was to accomplish production and reach particular economic goals (Shafritz, Ott & Jang 2015). For this reason, their functioning should be managed in a way that helps to succeed. Moreover, the only way to attain the best outcomes was to conduct a systematic, scientific investigation and introduce specialization and division of labor (Shafritz, Ott & Jang 2015). Under these conditions, employees had to perform their tasks in accordance with the basic principles peculiar to these theories.
The rise of these studies and organizational design, in general, is also connected with Frederick Taylor and his method called Taylorism. He suggested the idea that scientific management and a systematic approach to planning critical operations within the company were the best way to increase profit and guarantee better outcomes (Shafritz, Ott & Jang 2015). It is desired to achieve the maximum job fragmentation by breaking every task or action into small segments to simplify their analysis and guarantee better efficiency (Corkindale 2011). The theory is also called scientific management and is an essential element of organizational design.
The further evolution of the theoretical framework resulted in the increased importance of management and reconsideration of the role of people. For instance, Henri Fayol and his fatalism emphasized the role of workers and their managerial functions (Corkindale 2011). He suggested the idea that the elaboration of managerial principles and their improvement could enhance the functioning of an organization, decrease the number of misunderstandings, and help to attain better results (Shafritz, Ott & Jang 2015). In fact, he was the first to develop the comprehensive theory of management which could be applied to various organizations and improve their functioning.
Therefore, the classical organizational theory represented by these scientists was changed by the neoclassical one which stated that organizations could not exist isolated from their environments, and for this reason, it is crucial to devote attention to them (Corkindale 2011). Finally, the modern structural organizational theory appeared. It encompasses the main ideas suggested in previous approaches and is used to attain the best possible results.
Discuss the role of HR in implementing the balanced scorecard in the health industry (hospitals, healthcare centers), justify where it would be necessary to use external consultants.
The importance of the sphere of management results in the creation of numerous tools that are used to attain improved results and acquire a significant competitive advantage. Therefore, the balanced scorecard could be considered one of the efficient approaches that drive performance and stipulate positive outcomes. It could be defined as a strategic planning and management system which is used to prioritize different goals and improve the understanding of a current organizational structure (Kaplan & Norton 1992). This tool could be fundamental for the improvement of job design, enrichment, and data collection. First, it provides managers with a unique opportunity to look at a particular organization from four important perspectives: how shareholders see a company, what managers should do, the further improvement, and customers point of view (Kaplan & Norton 1992). These aspects are crucial for the functioning of any unit as they show its current situation, perspectives, and the areas of change. In other words, a manager who is interested in the continuous development of a particular organization might benefit from using the balanced scorecard to assess all existing problems and create the environment which will guarantee the further evolution. At the same time, the use of the given approach helps to avoid information overload (Kaplan & Norton 1992). There are diverse factors that impact the functioning of any organization. However, it is critical to distinguish between them and find the most important ones to create the basis for the further evolution. Under these conditions, the balanced scorecard helps to improve the functioning of the company significantly.
Furthermore, the increased efficiency of the balanced scorecard stipulates its use in the most important spheres of human activity. For instance, the healthcare sector could benefit from the implementation of the approach and improved outcomes. At the moment, it passes through the change procedure and aims at the decrease in unnecessary spending. In this regard, the balanced scorecard will help to determine available resources, the need for additional costs, and patients demands on new practices. At the same time, numerous excessive pieces of data will be disregarded, and no additional payment will be needed. However, the complexity of the healthcare sector and multiple issues which might appear when working with financial questions demand the high level of competence from a person who tries to introduce changes. For this reason, external consultants who can share their improved vision on spending should be invited to create the most efficient approach regarding the balanced scorecard method. First, this framework demands the in-depth investigation of the research issue which means that an outstanding competence is needed to guarantee positive results (Ross, J 2001). Second, it is crucial to create conditions appropriate for the implementation of this approach. Under these conditions, human resources and management play a central role in the process as they become the main actors to drive change and guarantee that all requirements which exist at the moment will be met. Altogether, the BSC approach could become efficient in improving care delivery.
Reference List
Corkindale, G 2011, ‘The importance of organizational design and structure,’ Harvard Business Review, Web.
Kaplan, R & Norton, D 1992, ‘The balanced scorecard—measures that drive rerformance,’ Harvard Business Review, Web.
Ross, J 2001, ‘Fiscal health an quality care: Montefiore Medical Center scores with the BSC,’ Harvard Business Review, Web.
Shafritz, M, Ott, S & Jang, Y 2015, Classics of organization theory, Cengage Learning, Boston, MA.
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