Managing people and organization
For a company to achieve its mission and vision it should make sure the people or employees rare managed effectively as well as the organization. The smooth management of the people would mean that the company will adhere to motivation of the employees, the design of the job, the influence of groups and the system used to reward the employees. There are varies theories in the management of people. The first one being behavioral modification which is an operant conditioning, where the learning takes place and the learner identifies the connection between behavior and its results.
Another one is expectancy theory of motivation models the force of motivation. Equity theory tries to explain the management of people because it tries to describe the fairness in a situation. In our essay we are going to select one of the major hospital like Brighton Hospital. Brighton Hospital This hospital is a member of St. John Health which has been the largest hospital caring the inpatient in Southern Michigan and it has one of the largest employees in metro Detroit.
The hospital provides the prevention, the primary care, and some other difficult treatments in several medical centers approximately 120 medical centers. Its headquarters is found
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Nowadays the hospital has crossed down some of its branches which resulting to fewer beds because patient has been treated on an out-patient and the spread of community care in the region. Over the years the hospital has experienced a lot of growth and it provides more facilities in the area. One of the areas that experienced these changes was the department of medical records Medical Records The hospital had clerks who were moving a long to cater for the medical filling station for effective or smooth running of medical records department.
The clinics where the clerks were visiting and correct data as well were made of wooden hut which eventually were became the stores for the hospital. Changing of medical records in the hospital The main objective of the department of records has been changing over the years. It has been a story facility for the staff that had made their description may be for the patient or for learning purpose. They were then kept with manila papers or folders and eventually stored in boxes which were fixed in the shelves.
The hospital had a complex in finding the information kept in those boxes by the nurses, health visitors, social workers and laboratory staff. As the time goes by this department has increased the complexity as more and more file were pilling up and it becomes difficult to locate them easily. As a result they had employed more and more secretaries and clerks as well as receptionists to be able to outdo the huge amount of work in the wards of the hospital. Mr.
Price who has been the senior medical record clerk says that he has been working with this department for over 30 years. The record department has developed other small departments or sections which included; medical secretaries, appointment clerks, receptionist and statistical staff. The new department had supervisors who were appointed and they had to report their findings to the hospital manager. This was done by Mr. Price who also there were other clerks reporting to him and they also do the filling forms for the hospital.
However there were some several forces which had been opposing the changes for the records department. As the department increased its staff the hospital started experiencing high cost which had to disturb their goal as well as maximizing profit as is for any organization. More structures were being constructed to cater for the increased staff and staffing area which had to complicate the identification of the premises. For example, a patient could be sent to pay the hospital bill which means he/she had to search for the specific section where the payment of bills is.
It means more patients would waste their time in the movement when looking for their place to be served and instead they would have utilized their time in doing constructive business. We have discussed the forces driving the change however; there are also forces that resist the change. The hospital was not willing to employ more staff and they wanted to maintain the ones they had and instead teach them on how to economize the available human resource. They did not want to build more structures because they wanted to maximize their profit and built more hospital in the areas where there were potential markets.