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The Organizational Design At Jackson Health System

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The management function of organizing is presently a strong strength at Jackson health system. Analyzing this function is pivotal for examining the organizational design at Jackson. According to (Hill et al. 2013, p. 316), organizational design assists in establishing structure, culture, and the control system. Many factors can have a major impact on a company’s organizational design, including growth, customer needs, and technologies. An organizational design also has a major impact on employees and most importantly, productivity. Thus, establishing a well-designed organizational structure will help motivate employees, thereby increasing productivity (Hill et al. 2013, p. 319). In the organizational design, process it crucial to establish …show more content…

Both of these structures are classified accordingly in order to add great values to Jackson. The functional structure for instant, consist of employees grouped together based on areas of expertise. This structure also brings people together in order to achieve better results (Hill et al, 2013, p. 398). However, a negative aspect of this function is the absence of autonomy, leaving employees with no room to make decisions because all final decisions come from upper superiors. Therefore, having a functional structure in place will allow those in charge to effectively manage what goes on in their department (Hill et al, 2013, p. 398). Jackson has benefited greatly by establishing this structure. Employees and staffs at Jackson have ability to learn from others in their departments, thus allowing individuals to develop more skills. Divisional structure on the other hand, focuses around geographic, product and service group. This structure helps Jackson with staff accountability, making it easy to assign responsibility. By implementing this structure, Jackson can better monitor employees’ performances, thereby offering better salaries and benefits, which in turn create a stronger competitive advantage (Almgren & Lindhorst, 2012, p.

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