Organisational Behaviour Assignment Examining Operational Framework & Management Structure Of Tertiary Care Hospital

Question

Task:
Topic
Provide a complete assessment of the company you are currently working for using the assessment tools from this course, which should also have been discussed in your Interim Assessment paper (McKinsey 7-S framework, Balanced Scorecard, SWOT Analysis, PESTLE, etc.). If you were the CEO, what would you change and why? Please provide your recommendations for change, and “Before” and “After” Organizational charts showing the current management structure and how you propose to change it and why.

Requirements of Organisational Behaviour Assignment
Final Assessment should be written as an essay and be 4500 words (+ or – 10%) and should demonstrate skills of critical reflection, effective communication, and balanced judgment.

Answer

Abstract
This particular organisational behaviour assignment describes the different variables behind the operational actions of Tertiary Care Hospital healthcare. The report analyses the operational framework of hospitals as well as examines the overall management structure of the Tertiary Care Hospital healthcare industry. The research further presents internal and external environment overview by providing a SWOT and PESTEL assessment. The research also presents the McKinsey 7S System and balance scoreboard review. Consequently, the article analyses Tertiary Care Hospital's management system as well as describes the methods of health care systems used by Tertiary care hospital for effective management of healthcare operations. Finally, the report ends by offering strategies for successful change management in the healthcare industry, allowing the organisation to successfully implement and expand.

Introduction
Many healthcare professionals require effective culture and inspirational actions to deliver better medical treatment. Therefore, in this context, involving healthcare providers including nurses, physicians, etc. and other stakeholders in healthcare practises by improving the behaviour and culture of the healthcare sector. In this situation, Tertiary Care Hospital has concentrated on improving actions in the health industry in order to provide the patients with proper satisfaction (Mahmood, 2018). From which it will identify the potential interest of the medical practitioners to improve the overall operation as well as extensive care. Thus, the report's review would briefly address the health sector system and it’s internally and externally influence utilising the McKinsey 7S Method, SWOT Analysis, Balanced Scorecard, and PESTLE Analysis. This corresponding research would also discover the significant problems that significantly hamper the environment of the healthcare sector and the new management system of the healthcare sector to mitigate the issues. In this corresponding report, the criteria for change management and the impact of changes in the healthcare industry will be evaluated efficiently.

Critical Evaluation of the Organisational Behavioural Factors
Overview and Structure of the Health Care Sector
Tertiary Care Hospital is one of the leading hospitals in Bahrain since it delivers efficient care and facilities. Bahrain's government created the healthcare industry, and since then the healthcare sector has been able to extend its market around the globe throughout its effective care and services (Mounesan et al., 2020). By establishing habits in the healthcare industry and forming an influential community in the healthcare field, Tertiary Care Hospital already maintains huge numbers of healthcare professionals in their hospital. Tertiary Care Hospital offers its patients with all sorts of facilities such as multispecialty treatment, massive operations, etc. from which the healthcare industry generates massive revenues per year during its global activity (Höge et al., 2020). Thus, by satisfying its customers and improving its healthcare sector practices, it becomes the world's leading health care providers.

McKinsey 7S Framework
Strategy
In present days, health care service is important for all the people in order to get physical and mental support during health problems. Therefore, to improve the health care sector, Tertiary Care Hospital has adapted and implemented various critical care strategies to provide the best quality services to the patients at a low price package (Bhatti, 2018). Through which, the health care sector can hold a vast range of Patients base throughout the world by its efficient treatment processes.

Structure
Tertiary Treatment Hospital has developed an effective system or mechanism for its services to fulfil its healthcare sector priorities and needs. Tertiary Treatment Hospital's leadership and executive committee use significant hierarchical organisation structure to improve quality and performance further (Mounesan et al., 2020). Tertiary Treatment Hospital also has a vast stream of strategic funding help to expand its multinational operation in the healthcare sector. Use of hierarchical structure also provides the organisation huge advantages during critical care operations that lead to increase the overall brand recognition.

System
Tertiary Care care works with the experienced healthcare professionals such as nurses, surgeons, etc. with supportive services to improve their performance and workability and develop their effective results (Höge et al., 2020). By receiving a good compensation package, health care practitioner provides their productive commitment to enhancing regular care and service coverage. In this way, the healthcare sector could achieve its moral as well as financial target by generating huge revenues through its service.

Skills
Tertiary Care Hospital's human resource management department often prefers hiring highly qualified and professional nurses and doctors for healthcare sector development. In Tertiary Care Hospital, the healthcare practitioner offers their potential effort to improve the current healthcare operations (Cox, Pinfield and Rutter, 2019). At the same time, the management team of this hospital also provide the patients with moral support and identify their psychological needs in order to provide proper satisfaction through expensive care. This aspect also allows the healthcare industry to maintain its healthcare sector company in Bahrain's dynamic environment.

Staff By receiving any additional benefits like bonus, monetary rewards, healthcare professionals or Tertiary Care Hospital workers constantly improve their job output to meet the performance target. Moreover, this healthcare sector's management and leadership team offer valuable instruction and assistance to its practitioners to improve their awareness of the operation and activity of the healthcare sector (Mahmood, 2018). Thus, Tertiary Care Hospital would be able to generate extensive growth in its activity in the healthcare sector to help its industry in the dynamic market.

Style
During the activity of Tertiary Care Hospital's healthcare market, the healthcare industry still follows certain rules and regulations to maintain an effective culture within its industry. Tertiary Treatment Hospital also has substantial bonding for its supply chain management programme to get sufficient surgical supplies programme (Cox, Pinfield and Rutter, 2019). By effectively satisfying its customers, the healthcare industry will provide the facilities and medication. Moreover, the healthcare industry has made healthcare practitioners more experienced to meet the obstacles during their professional practices.

Shared value
Tertiary Care Hospital's core principles make all aspects of its service and the insights of the healthcare industry management structure, defined as Super Ordinate Priorities. Thus, the healthcare organisation will share the importance of moral values and culture with the patients and other internal stakeholders to improve the overall working environment (Malivan and Thanakunwutthirot, 2019). That's why It will grab the attention of more patients in the healthcare field leads to increase the organisational values effectively.

SWOT Analysis
Strength
Tertiary Care Hospital is the famous health care sector in Bahrain by holding the highest range of equipment and specialised doctors. The brand image of this hospital is one of the main strength because this health care organisation is proving quality care services over the years at a low price rate (Al-Hindi, 2020). This health care sector has efficient staffs and quality doctors so it will help this organisation to manage the day to day operations easily. The financial position of this hospital is high enough to expand the branches in other places also. This hospital provides the patient multispecialty services and provides all types of care so that it will provide more competitive advantages in the operating market.

Weakness
During the year of 2012, Tertiary Care Hospital was forced by some countries due to its misbehaviour and wrong treatment of a patient. Due to its misrepresentation of profits, and fake declaration of accounting, In addition, Tertiary Care Hospital has various problems within its internal activities due to inadequate understanding between the workers. Lack of work-life balance for health care professionals is also a major weakness of the organization (Malivan and Thanakunwutthirot, 2019). Lack of proper management, as well as a poor communication system, are also the major weaknesses of this organisation. For that reason, management staffs are implementing more new strategies to mitigate this type of problems further.

Opportunity
Recently, Tertiary Care Hospital launched its latest branch, from which the healthcare sector will trigger its development by supplying its patients with discount facilities. Provide high-quality care to the patient will increase the overall brand recognition (Al-Hindi, 2020). It will help this health care sector to easily expand the business in other remote areas. Provide high quality and low-cost services will also grab the attention of more patients so it will increase the overall market share of the organisation easily.

Threats
The existing health care organisation are operating in Bahrain will pose huge threats due to their effective services. At the same time, lack of proper equipment, as well as medical expert, can hamper the overall organisational operation easily (Darwish, Ahmed and Pahi, 2020). Employee turnover rate in the healthcare industry is very high so lack of experience employee turnover can hamper the overall organisational operation that leads to a negative impact on the organisation. Moreover, due to the issue of Brexit, the health care sector has got threats with the short term of trade deals with the European Union.

PESTLE Analysis
Political factors
Tertiary Care Hospital efficiently operates its health care sector operation in Bahrain and other places. The political condition of this country is stable and the government also cooperates with the health care organisation. So this organisation can easily operate in this country without any threats (Ahmed, 2019). The health care sector holds potent relation with the national and local political leaders. Thus, the healthcare industry has been willing to work fluently in the foreign market. In addition, the Bahrain government still provides effective political support to the healthcare industry, which has extended its activity throughout the region.

Economic factors
Bahrain also has the fastest economy in the Middle East region and is the world's twentieth freest economy. Bahrain's urgency to accept economic liberalisation derives from the desire to strengthen the economy from its restricted oil supplies. Profits grew into finance, industrial plants, retail and hospitality (Mahmood, 2018). Bahrain is the Persian Gulf's largest banking centre and an Islamic finance base, drawn by the industry's tight regulatory structure. The economic stability of the patients in Bahrain provides efficient support to achieve extensive profits from the market through its business operation. Moreover, in the international market, where Tertiary Care Hospital operates its business, the health care sector gets efficient profits through selling and providing its product and services to the international Patients base (Pisanelli, 2019). However, due to the outbreak of COVID-19, the health care sector has the pressure for treating the patients, who are affected by the coronavirus. Therefore, during the year of 2020 Tertiary Care Hospital got a promotion within its predicted profit margin.

Social factors
Multi-ethnic and multi-cultural community with low living rates, outstanding educational facilities providing worldwide curricula and high-quality healthcare made Bahrain is an ideal destination for expatriate families (Darwish, Ahmed and Pahi, 2020). Tertiary Care Hospital still prioritises its customers, who are deeply active in the development of a better healthcare environment. Tertiary Care Hospital offers its patients with distinctive care and facilities. For example, the healthcare industry offers more advance and specific medication to cure the disease and, on the other side, it often offers independent medication to other patients.

Technological factors
Bahrain has one largest international airport, on Muharraq Island, northeast. Over 100,000 flights and over 8 million travellers were treated in 2010. High-quality skilled labours, technical persons are easily available in this country. The telecommunication system and advance infrastructure will help the health care sectors to manage the day to day workforce effectively (Ahmed, 2019). Tertiary Care Hospital supported the progress of Bahrain's technical infrastructure. By receiving substantial assistance from the technical department and Management Service for technical advancement, the healthcare industry provides high-quality technological instruments for the patient in order to improve the critical care service effectively.

Legal factors
The country has some specific rules and regulation in order to run the business effectively. There are different Legislative authority shall be vested in the Law in the Amir and the National Assembly (Mahmood, 2018). After conventional meetings, the Amir appoints the Prime Minister or by an Amir declaration relieves him from office. The Amir will often nominate or replace ministers via an Amiri order, on the advice of the Prime Minister. So the Tertiary care hospital needs to follow all the rules and regulation in order to make the operation sustainable. Following all the regulations will help this health care organisation to avoid the entire legal obligation perfectly in future.

Environmental factors
The government of Bahrain also follows different environmental rules and regulations. Therefore, to mitigate the governmental pressure, Tertiary Care Hospital has started to utilise green technology and services to maintain and balance the environmental factors with its business operation (Ahmed, 2019). This organisation will also involve in corporate social responsibility program and organise health awareness programs for the local community. So it will help this organisation maintain environmental sustainability effectively.

Balance Scorecard
Kaplan and Norton developed a balanced scorecard system to offer a holistic framework for businesses in different critical areas of company success assessment (Al-Zwyalif, 2017). While several performance indicators in the past concentrated on company financial factors, the balanced scorecard was divided into four viewpoints — Financial Viewpoint, process management Perspective and Consumer Process Perspective and Development and Learning Perspective.

Balance scorecard system is important for the entire private as well as health care organisation to implement the strategic approach easily that leads to getting effective outcomes during operations.

Tertiary Treatment Hospital followed the policy and procedures using a balanced scorecard methodology. Using balanced scorecard methods resulting in the creation of the classic Tertiary Care Hospital Steering Wheel, divided into four quadrants, including patients, business, personnel and financial (Porporato, Tsasis and Vinuesa, 2017). The Tertiary Care Hospital Steering Wheel (TSW) is the company's main, long-term target, including building value for patients to achieve sustainable growth. The organisation has introduced the fifth dimension to TSW, including the culture, to encourage the development and advancement of health care practitioners as great individuals. The steering wheel used by Tertiary Care Hospital is a clear symbol for a mechanism that helps health care practitioners to find their way through the futures and educate the employees.

Implementing Tertiary Care Hospital's balanced scorecard is not easy. Market analysis, data processing and analytics are required to ensure that goals and indicators stay appropriate when changing patient expectations, desires and growing competitiveness (Oliveira, Rodrigues and Craig, 2020). Tertiary Care Hospital provides monthly reports with overviews of five major indicators that enable this hospital that gain suitable performance reviews in various regions and formats. Tertiary Care Hospital provides a limited list to its balance scorecard study that states essential strategic considerations to allow staff to execute their routine functions.

Strategic and Cultural change at Tertiary Care Hospital for improving working standards
The acute importance of "organisational culture" is little accepted by academics. This is a Latin word which means agriculture, or animal cultivation. Social anthropologists used “culture”, as a metaphor earlier in the last century to portray socialising mechanisms through their households, their societies, schooling, faith and other institutions (Lazzerini et al., 2019). Tertiary Care Hospital is an instance of a healthcare hospital that has experienced significant shifts in strategic and cultural adaptation in the past. “Tertiary Care hospital” is embedded with a degree of medical care provided by professionals in the major hospital following referral by primary or secondary facilities. The hospital is also called as the “tertiary health care facility” or “tertiary centre” (Basu, Srivastav and Roy, 2019). Tertiary Care Hospital’s achievement has come because of its focus upon growth strategy and the core expertise that it essentially offers to its patients through an efficient and glorious service.

The Tertiary care hospital is a major hospital with full-scale services, typically including paediatrics, general medicine, obstetrics, and gynaecology, various surgical and psychiatric divisions at Bahrain (Bhattacharya et al., 2019). It aims for jobs from diverse cultures, backgrounds, like government projects and initiatives from different sources. Its recruitment system helps the medical professionals to consider and fit into particular positions, based upon skills and patterns, individuals from numerous cultural and local groups. It is also committed to ensuring that health care professionals and the staffs are aware of the technical aspects of the hospital. However, Tertiary Care Hospital offers benefits for its workers in the form of flexible working hours based on the nature of the work and extra benefits. Throughout the current days the hospital authority has to implement some strategic and cultural change within their hospital, in order to improve the working standards of the hospital.

Strategies for cultural change may rely on modifications in the first or second order. The goal of the Tertiary Care hospital should be “to do what you do better” within the first order change. Many large organisations, by following an 'ethnic consistency' approach, have retained a comparative edge by capitalising on lessons, habits and operating processes which have long serviced the enterprise (Basu, Srivastav and Roy, 2019). Evolutionary development or quantitative development and replication are both the main concerns. In the other hand, qualitative development is required in the hospital, if a current community is stagnated; requiring total reform is more suitable. In order for change to be effective, the essence of the culture to be modified must be taken into account. Effective Progress Implementation Techniques should only be applied by the Tertiary care hospital, after an appropriate diagnosis or cultural audit (Bhattacharya et al., 2019). Many efforts to reform corporate cultures are good on recruiting but sadly lacking in their evaluation. Such a diagnosis can first be made through an interpretation of the present culture. There have been created a variety of qualitative and quantitative measurement methods to decipher the ethos of an organisation. These are commonly used in diverse sectors and industries, including healthcare organisations. However, these methods should be used with care because their validity and durability are somewhat different (Basu, Srivastav and Roy, 2019). Organizational culture is conveyed and ingrained through a number of media, including defined job and work habits, such as ceremonies of awards, outstanding personalities, written records, physical environments, professional demarcations, and patterns of transition. It is impossible to believe that methods for cultural transformation will operate concurrently on all these fronts. Effective plans allow reasonable time frames in order to incorporate the intricate and multi-level changes.

Explanation about the Current Management Structure of the Organisation Hospitals require precise work engagement and several levels of obligation to run. Hospitals are arranged in a vertical structure of several layers of management to achieve exactly that (Eriksson, 2017). Awareness of the hospital's operational structure means that healthcare professionals recognise their own roles and the obligations of those around them to which they report. The Tertiary Care Hospital can typically follow the following management system.

1. Board: It is clear that healthcare typically requires a sort of regulatory brain to foster high-level decisions within the entity. As a measure, the hospital's management board is typically made from the healthcare community and usually consists of professionals in specific. In conjunction, it is notable that religiously affiliated hospitals typically have clergy on the board members panel.
2. Executives: Management of the healthcare institution, in parallel with economic decision-making as well as organizational development is the responsibility of hospital executives. Executives may closely monitor the whole profession or clinical area of medicine and health services. Usually, in a hospital, the finance director is responsible for finance-related matters and the General Manager is responsible for high-level corporate policy and decision-making.
3. Departmental Administrators: Departmental administrators report to health practitioners and oversee routine hospital operations for their respective divisions. The administrative panel, for example, is responsible for overseeing and conduct of the day-to-day procedures of the Supervisory Board on a routine basis. Leading doctors can also be active in media affairs, fundraising and recruiting operations. Departmental administrators also have non-hospital clinical departments, such as overseeing the food services.
4. Care Assistance Providers: Hospital care assistants are both nursing practitioners and supervision practitioners. These staff can manage small professional departments within a healthcare setting that are directly responsible for the treatment of the patient. They ensure that health-related orders are carried out, and the hospital employees perform tasks properly complying with the regulation.
5. Services Providers: The large percentage of healthcare workers are support providers. They include doctors, nurses, laundry staff, catering staff and numerous other staff required to operate the hospital. They form the basic backbone in a healthcare setting and are directly responsible for offering successful service to patients.

Development of a strategy for management of resistance to change in the organisation
It is apparent that Tertiary Care Hospital has identified various strategies for management of change, which are listed below:

1. Participation and involvement: the involvement and participation of core stakeholders is an essential mechanism of resistance for every healthcare institution. The main function of individual participation is to determine the best solution, within a practice (Burnyeat, 2018). The potency of resistance can be extracted from certain involvement processes with a healthcare setting.
2. Training and Communication: Training and communication systems would be set in place if the main stakeholders within the healthcare ecosystem do not know how to make sense of themselves until they do so (Tasneemet al., 2018). The method of training and communicating individual people would make a positive contribution to successful communication between stakeholders.
3. Conflict Resolution: If group criticism is fragmented, negotiations and differences will occur simultaneously (Wilkinson and Mowbray, 2019). In that regards, mutual conflict resolution is one way to settle the situation, for the timely and speedy action planning. It can solve the dilemma and foster team-cooperation.
4. Facilitate Change: It is good to integrate or influence the power of the authority that will contribute to change if the right intention is to be perceived. In that regards, for Tertiary Care Hospital, the core stakeholders need to understand the importance of the change process.

Recommendations for Change Management in Tertiary Care Hospital
For any entity, the transition is necessary. Change management is also essential for a healthcare institution like Tertiary Care Hospital. It is imperative to state that a set of recommendations must be formulated for effective management of change throughout the Tertiary care Hospital. Firstly, the hospital administration has to express the idea of transformation to the entire team members of the healthcare ecosystem (Jayatilleke and Lai, 2018). Managers need to convey the purpose of change as it allows health practitioners as well as other stakeholders to consider the primary requirement behind the transition that further helps the hospital to accomplish its goals and objectives.

In addition, management will have to monitor progress once the change has normally gone into effect. Monitoring improvements generally helps us to understand how successful the change is (Jayatilleke and Lai, 2018). The governance panel of Tertiary Care Hospital must track the success of change by adopting a goal-based evaluation strategy. The goal-based assessment is thus commonly regarded to be a conductive way of measuring success that seeks to recognise the efficacy of change. In addition, it is crucial for the hospital to evaluate performance by setting up a reporting committee to review daily updates, which in turn helps to understand whether or not the progress that is taking place is successful (Khalifa and Zabani, 2016). Finally, conferences can be held on a frequent basis to track the pace of change, as well as weekly meetings to better further examine the major changes taking place within the healthcare setting.

Conclusion
It is quite evident via the assessment of the whole report, that Tertiary Care Hospital's productive economic output can provide it with numerous advantages throughout its operational activity. In addition, the management and leadership panel of Tertiary Care Hospital can be considered the main drivers of growth, as they are always responsible for developing a supportive corporate culture for stronger performance evaluations of healthcare workers. Even so, it can be concluded that there are already several problems that effectively impede corporate development. Based on that, Tertiary Care Hospital must also adopt a process improvement framework to achieve its operational actions to engage stakeholders in its future growth trajectory.

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