The Link Between Organizational Effectiveness and Organization Structure

ORGANIZATIONAL THEORY AND MANAGEMENT

Organizational Theory and Management: Effect of Organization Structure on Performance

From the onset, it would be prudent to note that various studies have been conducted in the past in an attempt to establish how the organizational structure of enterprises in the private sector affect the performance (specifically, business performance) of the said enterprises. In essence, there is also need to assess how the performance of entities in the public sector is affected by organization structure. This is particularly the case in the realm of public health. Alongi (2015), the author of a study titled A Case Study Examination of Structure and Function in a State Health Department Chronic Disease Unit, makes an observation to the effect that most of the literature available on this subject largely focuses on the functioning of public health departments in their efforts to have a positive impact on the health as well as wellbeing of the populations being served. For this reason, the relevance of establishing how the functioning of public health agencies is affected or impacted upon by changes in organizational structure cannot be overstated. This is especially important given that the effective functioning of the said agencies results in better health outcomes, with reference to the populations being served. Alongi (2015) specifically elected to focus on a state health department’s chronic disease prevention and control unit. In so doing, she seeks to establish how the operational aspects of the said department are impacted upon by the way it is structured.

Although Alongi (2015) is categorical that her study design limits her ability to establish causality, she indicates that the chronic disease unit effectiveness was indeed influenced by some of the conceptual model’s elements. I was particularly intrigued by collaboration. Collaboration has in this context been defined as “working internally and externally for the purpose of leveraging resources to maximize effectiveness and efficiency” (Alongi, 2015, p. e16). The author points out that to a large extent, one of the approaches deemed to come in handy in the improvement of efficiency was the chronic disease unit’s collaborative culture. This, as has been further indicated, is more so the case given that it encouraged persons to pursue learning opportunities (specifically peer-to-peer learning) and reach out to prospective advisers. As a matter of fact, collaborative approaches were found to be complemented by the structure of the unit. However, it is important to note that collaboration was supported by the structure when there was close proximity between collaborators. Further the alignment of their content and task expertise played a role on this front. A number of collaborative initiatives believed to facilitate effectiveness have been cited in this case. In my opinion, there is need to ensure that people in an organization are organized in such a way that they can work together and are on the same track in as far as the achievement of organizational goals is concerned. A more collaborative organization happens to be more effective. In both public agencies as well as private entities, collaboration is instrumental in efforts to promote problem-solving. This is more so the case given that in a collaborative setting, knowledge and skills are likely to be shared and combined for better outcomes. Even at the team level, levels of experience differ. Thus, a collaborative framework could especially be beneficial in overall problem-solving efforts.

Collaboration cannot thrive in all kinds of organizational structures. It is important to note that the Bureau of Chronic Disease Prevention and Health Promotion’s formal reporting structure, as Alongi (2015) points out, was inclusive of “more leadership and specialized skill capacity at the individual program level than other bureaus in the Division of Public Health and Safety” (e20). As the author further indicates, it was found that collaborative approaches were complemented by this particular structure. Yet another structure that I believe would complement collaborative approaches is the circular organizational structure. This is more so the case given that in this case, deliberate efforts are deployed to promote the sharing of resources via the advancement of a spirit of shared purpose. It should however be noted that as Bolman and Deal (XXXX) indicate, the design of a structure as well as ensuring that all the relevant parties and stakeholders are satisfied could be a rather hazardous and difficult undertaking.

Apart from collaboration, other equally important elements that were influenced by culture were inclusive of; hierarchical authority, goal ambiguity, and responsiveness. It should, however, be noted that the impact of structure could be mitigated by a number of other elements. These elements, according to Alongi (2015), are inclusive of physical proximity, leadership, as well as culture. The said elements could also be amplified by structure or further enhance structure effects. Although I have identified collaboration as one of the key factors which in my opinion did significantly smooth or ease effectiveness in the unit, Alongi (2015) indicates that there is need for additional research to be undertaken on this front. In the final analysis however, it would be prudent to note that the findings of the present study are instrumental in the sense that they provide crucial insights on the creation of organizational structures that could be deemed highly efficient in various state health agency settings, as well as in the private sector realm. To a large extent, the overall goal of state health agencies and departments happens to be the improvement of population health. An organizational structure that is highly efficient could come in handy in efforts to achieve this overall goal.