Organizational structure and culture at King's Daughter Health System

Kings Daughter

The culture and environment of any workplace is extremely important. We are indeed products of our surroundings and we should expect to reflect this nature. The purpose of this essay is to explore the organizational structure and cultural of the King's Daughter Health System. The essay will examine how the organizational structure contributes to the quality of care within the system and also identify how culture, and specifically generational differences also impact the inner workings of this area.

Organizational Structure

There are essentially three types of general organizational structure that almost all work place systems are based upon. These include the functional structure, the divisional structure and the matrix structure. A functional structure is designed so that each are of the organization is organized according to its specific objectives and goals. A divisional structure is used in large companies that have their resources spread out over a large area. Divisional structures are helpful because they afford a division of labor but also lack in ease of manageability. The matrix organizational structure is a combination of the two aforementioned structures that incorporate the best of both worlds by allowing both types to operate at once.

The King's Daughter Health System is a matrix style organizational structure. The company is very large and is spread out over many different layers and departments which demonstrates the divisional side of the structure. Also, the functional nature of the matrix style organizational structure is present when focusing on the many specific tasks that each department is broken down to. In my nursing division alone there are more than 15 subdivisions that help accommodate the many nursing and caring needs of the patients that use our company's services.

Delivery of Care

Ponte (2003) claimed that "even as most professionals in the healthcare arena readily embrace a philosophy of patient-centered care, many underestimate the organizational commitment and related efforts associated with moving from a traditional organizational model to one that is truly patient centered," (p.82). In other words the organizational model and the culture that lives and breathes in that model are essential to providing client-centered care. Too often organizations ignore the most important ingredient and the very reason and purpose the King's Daughter Health system is even in place: the patient.

To me, the real leaders in this company are the sub-division leaders. These leaders are often given the title of director and are in charge of hundreds of people and patients. The delivery of high quality of care rests upon these leaders' abilities to take objectives and directives and put them into practice. These positions in the organization are high stress and require patience, determination and a commitment to delivering an acceptable level of care.

Inherent within this system is an informal line of communication that supports, as opposed to undermining the more explicit and formal way of doing business. Sharing information and learning results from past experiences is encouraged throughout the model. Many close bonds and friendships are clearly evident throughout the workplace and often transcend the hierarchy itself. Often, these types of relationships can be helpful but only when a healthy respect is given to the more formal practices.

The real leaders of this company are scattered about and are located at all levels of the matrix. Leadership is not something necessarily given, it is practiced and earned. Doing one's job right and with empathy and care can provide a great deal of leadership by providing a role model for others to follow.

Culture, Social and Generational Differences

The culture and social environment within this matrix is one centered around the best result for the patient. There are differences of opinion and sometimes ideas clash and a resolution is necessary. This cultural trait is most likely common in many if not all environments where new technologies and procedures are being continually introduced.

The reluctance to change is usually the cause of many of the problems that arise with the social context of the environment. Although the personalities may differ in many different fashions a common bond is formed through the obvious importance of healing and saving lives. Unfortunately the landscape changes very quickly and new processes need to be infused with what has worked in the past. These problems sometimes are identified as generational differences and can play a large role in hammering out and communicating new solutions to the problem at hand. The proof of success is located in the results and many hybrid techniques, combining new and old methods, are often the best approach in offering a high level of quality care.

Conclusions

The organizational structure and its ability to command and control its subunits is made possible by identifying with a social and cultural norm. It is important for leadership to remember and understand that a constant and consistent message, revolving around client-centered care will help create the environment that will allow this to happen. Understanding the differences in culture and social norms also allows for growth, learning and development. The Kings Daughter Health System is operating and using its leadership and their lines of communication to effectively deliver this message and I am proud and happy to be part of this team that uses its organizational structure to its advantage in many different ways that allows the healing processes to flourish and grown.