HRM11118 Organisational Change and Management Assessment Answer

1. Evaluate the Important Elements that Make a Group or Team Function Effectively.

Introduction

The efficiency of an organization's teams is crucial to that organization's success. The results of an organization's efforts can benefit from a more productive, innovative, and collaborative staff. However, achieving high-quality teamwork is not a breeze. Leaders should make an effort to foster teamwork at all levels of the organisation by creating an open and supportive working culture (Akparep, Jengre & Mogre, 2019). HCA Healthcare is a global leader in healthcare delivery with a focus on enhancing the lives of patients and the communities they serve. HCA Healthcare has been so successful because of its dedication to creating strong teams. Integrity, compassion, creativity, accountability, and cooperation are some of the cornerstones upon which HCA Healthcare's teams are built (HCA Healthcare, 2022). There are many factors that must be taken into account to ensure the success of the team. The study will examine HCA Healthcare as a case study to critically assess the factors that contribute to a group's or team's effectiveness within the context of work and the organisation.

Importance of Groups and Teams in Organizations

Clear Goals

The first step to team success is setting goals. To accomplish anything as a group, members must have a common understanding of the team's mission and objectives. Transparency regarding the company's mission is essential, much like open lines of communication. When employees have a clearer understanding of the company's mission, they will be better able to incorporate it into their daily work (Babiker et al., 2014). In turn, this will empower team members to take initiative in achieving the team's overarching goal and greater autonomy in carrying out their individual duties. Motivating strong teamwork requires both short-term and long-term objectives. Goals provide a sense of purpose and encourage team members to use their initiative and resourcefulness as they plot the most efficient path to success (Hunter, 2014). Every member of the team will be on the same page if they are constantly reminded of the team's purpose and how their efforts will help to achieving that purpose.

Using a Leadership Principle dubbed "Bias for Action," HCA Healthcare makes sure its teams have clear goals. In order to get things done, teams should embrace this approach and act swiftly, using the best information they have at their disposal to make judgements (HCA Healthcare, 2022).

Integrity

Integrity is one of HCA Healthcare's core values. It stresses the importance of being honest, open, and acting in a responsible way. For instance, HCA Healthcare has a Compliance team that watches over things like legality. This group advises other groups on how to stay out of legal trouble while still doing their jobs legally (HCA Healthcare, 2022).

Diverse Skillsets

A team with diverse skillsets is able to offer distinct perspectives and solutions. For an instance, HCA Healthcare values a diverse workforce and team with various abilities. HCA Healthcare provides high-quality treatment with a diverse workforce. HCA Healthcare's nursing staff includes experienced registered nurses, licenced practical nurses, and certified nursing assistants (HCA Healthcare, 2021). This diversity lets the team offer diverse perspectives and collaborate to create comprehensive patient care plans. HCA Healthcare recognises diversity beyond clinical expertise. The organisation values language and cultural diversity. HCA Healthcare employs multilingual staff to ensure patient-provider communication. This is crucial for non-English-speaking individuals who may have limited access to healthcare owing to language problems (HCA, 2023).

Effective Communication

Good communication is key to a team's progress. There needs to be constant and transparent communication amongst team members to ensure that everyone is on the same page (Morrison-Smith & Ruiz, 2020). For an instance, each team member is responsible for their contribution to the team's success. Taking responsibility and being held accountable for results is highly valued at HCA Healthcare, which is why accountability is one of the organization's basic values. The Quality Improvement team at HCA Healthcare, for instance, makes sure that all of the company's services and procedures are up to par. This group keeps tabs on patient outcomes, analyses the data, and suggests ways to enhance the care they provide (HCA Healthcare, 2021).

Accountability:

To foster a sense of shared identity and purpose among team members, ownership is essential. Employees who are not held accountable may have feelings of being underappreciated in their roles and become disengaged from their work (Casad & Bryant, 2016). Clarifying roles and encouraging open communication can help workers see not only their individual contributions but also the bigger picture. This is helpful because it encourages personal responsibility and provides a foundation for developing effective methods of self-management (Peters, Picchioni & Fleshman, 2020).

Collaboration

 Collaboration is absolutely necessary for the successful functioning of a team. HCA Healthcare's central belief in the benefits of teamwork highlights the significance of shared objectives. The emergency room staff at HCA Healthcare, for instance, works together with other medical experts to treat patients as quickly and effectively as possible (HCA Healthcare, 2022).

Conclusion

In conclusion, a company's prosperity relies heavily on its teams' ability to operate effectively. Successful teams have defined goals, include members with complementary skill sets, have open lines of communication, take responsibility for their actions, work together effectively, and are dedicated to lifelong learning. HCA Healthcare understands and appreciates the benefits of a varied staff that may bring fresh ideas and approaches to the table. To ensure that all patients receive the best possible care, the organisation actively seeks to hire people with a variety of talents, experiences, and backgrounds, including those with linguistic abilities. HCA Healthcare is committed to improving the health of its patients by providing individualised treatment that takes into account their backgrounds and experiences.

2. Discuss Different Theoretical Perspectives on Organisational Culture

Introduction

Organisational culture encompasses the aims, experiences, philosophy, and values that govern member conduct, and it manifests in member self-perception, interactions with the outside world, inner workings, and future expectations. Employees' actions within a firm are governed by the culture of that company. Leaders create consensus on beliefs and values, which they then communicate and reinforce through a variety of methods, influencing the attitudes, actions, and comprehension of their followers (Chang et al., 2021). HCA Healthcare is a national healthcare provider that operates a wide range of inpatient and outpatient facilities, including hospitals and surgical centres. HCA Healthcare relies on strong teams to deliver excellent care to patients and meet operational objectives. The research will analyse the teams at HCA Healthcare and provide a critical evaluation of the factors that contribute to their success as a whole.

Theoretical perspective

Organization culture

Organisational culture refers to the shared beliefs and practises that characterise an organisation and its members. The effectiveness and efficiency of a business is often affected by the dynamics among its employees. Many societies and organisations share similarities, but these shared traits have become deeply ingrained in the cultures of their respective institutions over time. Role, power, competitiveness, and collaboration are only few of the ways in which culture can be categorised (Whelan, 2016). Instead of focusing on the post itself, this discussion centres on the manager's duties and responsibilities. This type of activity has fewer knowledge and risk requirements. Employees that do their duties in accordance with company policy are rewarded monetarily. Due to its slow perception and response to change, role culture is at its best in a stable setting. A company's manager typically holds a lot of sway when it comes to making major decisions. When authority is up for grabs, competition tends to heat up. Due to the fact that there is only one person in command, everyone else must obey their every order.

Organizational Change

Culture within an organisation has a significant impact on the actions of its leaders. Schein (2004), defines corporate culture as the "soft aspect" of an organisation that is "visible and feel-able" to outsiders. Employees are given "attitudinal" and "behavioural" standards to adhere to as a result of the organization's culture (Baloyi, 2020). According to Aryani & Widodo (2020), a company's culture is a major factor in how employees feel about organisational change. According to Whelan (2016), organisational culture promotes employees to adapt to change.

Functionalist perspective: From a functionalist point of view, an organization's culture is its members' shared values and ideas about what constitutes acceptable and unacceptable behaviour on the job. This view holds that cultural norms inside an organisation are tough to alter. However, the culture may need to evolve if the external environment shifts or the company's strategy is revised. The functionalist viewpoint is represented in HCA Healthcare's commitment to a patient-centered culture, which is central to the organization's stated purpose and guiding principles (HCA Healthcare, 2021).

Interpretive perspective: From an interpretive perspective point, an organization's culture is seen as something that is built and sustained via the efforts of its members through dialogue and cooperation. This view holds that an organization's culture is dynamic and open to change as a result of open lines of communication and discussion among staff members (Schein, 2018). The interpretive viewpoint is evident in HCA Healthcare's commitment to open lines of communication and staff participation (HCA Healthcare, 2023).

From a critical standpoint, an organization's culture is seen as a reflection of its internal power structures and inequities. This view holds that organisational culture is not objective but rather is influenced by the priorities of people in authority. Thus, to change its culture, an organisation may need to address power and inequality (Bamidele, 2022). Critically, organisational culture is shaped by power relations. The dominant group sets organisational culture, which may not benefit all personnel. Changing the culture requires redistributing authority inside the organisation.The critical viewpoint is reflected in HCA Healthcare's commitment to diversity, equity, and inclusion. As an example, the corporation has formed a diversity and inclusion council to foster an inclusive environment and resolve diversity-related concerns (HCA Healthcare, 2022).

Extent of Modification or Change:

Organisational culture can be altered to varying degrees depending on the theoretical framework adopted. The functionalist view holds that cultural norms inside an organisation are sturdy and challenging to alter (Mueller et al., 2021). However, the culture may need to evolve if the external environment shifts or the company's strategy is revised. From an insider's point of view, the culture of an organisation is dynamic and open to change as a result of open lines of communication and discussion. Last but not least, a critical view on culture change emphasises the importance of tackling systemic power dynamics and inequities (Baloyi, 2020).

HCA Healthcare has demonstrated a willingness to alter and improve the company's culture (HCA Healthcare, 2021). The organisation, for instance, has put an emphasis on employee participation and open lines of communication to boost morale and productivity (HCA Healthcare, 2022). To further address issues of equality and inclusion inside the corporation, a diversity and inclusion council has been established. HCA Healthcare has demonstrated the efficacy of focusing on communication, dialogue, and addressing power dynamics and inequities to alter and modify an organization's culture (HCA Healthcare, 2023).

Conclusion

From the above conclusion, it can be concluded that, culture in the workplace is a rich and intricate notion that has been researched from several theoretical vantage points. One's point of view when attempting to comprehend culture will determine the degree to which it can be altered. HCA Healthcare has demonstrated a dedication to fostering a more inclusive and equitable workplace by encouraging open lines of communication and encouraging employees to take an active role in shaping the company's culture. By placing such high emphasis on these initiatives, HCA Healthcare has demonstrated the adaptability of an organization's culture.

References

Akparep, J., Jengre, E., & Mogre, A. (2019) The influence of leadership style on organizational performance at TumaKavi Development Association, Tamale, Northern Region of Ghana. Open Journal of Leadership, 8, 1-22. doi: 10.4236/ojl.2019.81001.

Aryani, R., & Widodo, W. (2020).The Determinant of Organizational Culture and Its Impact on Organization: A Conceptual Framework. International Journal of Higher Education, 9 (3). doi:10.5430/ijhe.v9n3p64

Babiker, A., Husseini, M. E., Nemri, A. A., Frayh, A. A., Juryyan, N. A., Faki, M. O., Assiri, A., Saadi, M. A., Shaikh, F., & Zamil, F. A. (2014). Health care professional development: Working as a team to improve patient care. Sudanese Journal of Paediatrics, 14 (2), 9-16. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4949805/

Baloyi, G.T. (2020). Toxicity of leadership and its impact on employees: Exploring the dynamics of leadership in an academic setting. Hervormde Teologiese Study, 76 (2) http://dx.doi.org/10.4102/hts.v76i2.5949

Bamidele, R. (2022). Organizational culture. Research gate.

Casad, B. J., & Bryant, W. J. (2016). Addressing stereotype threat is critical to diversity and inclusion in organizational psychology. Frontiers in Psychology, 7. https://doi.org/10.3389/fpsyg.2016.00008

Chang, S. M., Budhwar, P., & Crawshaw, J. (2021). The Emergence of Value-Based Leadership Behavior at the Frontline of Management: A Role Theory Perspective and Future Research Agenda. Frontiers in Psychology, 12 . https://doi.org/10.3389/fpsyg.2021.635106

Hunter, P. (2014). Motivating teams requires attention to individuals: The growing body of social research on how to motivate and manage teamwork attracts increasing attention from research institutions and funding agencies. EMBO Reports, 15 (1), 25-27. https://doi.org/10.1002/embr.201338246

HCA Healthcare. (2021). HCA Healthcare Partners with Google Cloud to Accelerate Digital Transformation. Retrieved from: https://investor.hcahealthcare.com/news/news-details/2021/HCA-Healthcare-Partners-With-Google-Cloud-to-Accelerate-Digital-Transformation/default.aspx

HCA Healthcare. (2021). HCA Healthcare Magazine. Retrieved from: https://magazine.hcahealthcare.com/wp-content/uploads/2021/12/HCA_WIN21_Fnl-ADA2.pdf

HCA. (2023). Diversity, Equity and Inclusion. Retrieved from: https://hcahealthcare.com/about/diversity-equity-and-inclusion/

HCA Healthcare. (2021). Our Technology. Retrieved from: https://hcahealthcare.com/about/our-technology

HCA Healthcare. (2022). HCA Healthcare Magazine SPRING 2022. Retrieved from: https://magazine.hcahealthcare.com/wp-content/uploads/2022/04/HCA-Q1-Magazine-ADA-2022.pdf

HCA Healthcare. (2022). HCA Healthcare Named a World’s Most Ethical Company for the 12th Time . Retrieved from: https://investor.hcahealthcare.com/news/news-details/2022/HCA-Healthcare-Named-a-Worlds-Most-Ethical-Company-for-the-12th-Time/default.aspx

HCA Healthcare. (2022). Building on a legacy of innovation to deliver healthcare of the future. Retrieved from: https://hcahealthcaretoday.com/2022/07/14/building-on-a-legacy-of-innovation-to-deliver-healthcare-of-the-future/

Morrison-Smith, S., & Ruiz, J. (2020). Challenges and barriers in virtual teams: a literature review. SN Applied Science, 2, 1096 (2020). https://doi.org/10.1007/s42452-020-2801-5

Mueller, A. S., Abrutyn, S., Pescosolido, B., & Diefendorf, S. (2021). The Social Roots of Suicide: Theorizing How the External Social World Matters to Suicide and Suicide Prevention. Frontiers in Psychology, 12 . https://doi.org/10.3389/fpsyg.2021.621569

Peters, W., Picchioni, A., & Fleshman, J. W. (2020). Leadership: Surgical Leadership. Clinics in Colon and Rectal Surgery, 33 (4), 233-237. https://doi.org/10.1055/s-0040-1712976

Whelan, C. (2016). Organisational culture and cultural change: A network perspective. Australian & New Zealand Journal of Criminology, 49 . 10.1177/0004865815604196.

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