System Diagnosis
Introduction
Having an effective organisational development means that the company should also have an accurate diagnosis. Diagnosing an organisational system is one of the important aspects of determining whether different operations and functions or even departments of a certain industry work in achieving the goal of the organisation. Organisational diagnosis includes the determination of a model for understanding the organisation, gathering and analysing information and drawing pertinent conclusions for potential improvements or changes. For this particular case, the goal of the report is to provide an organisational diagnosis using the open-system model. The case was about the Rural Ambulance Service implemented within the areas or regions of Victoria, Australia.
The open-systems model is an organisational diagnosis model which provides a useful starting point for diagnosing different departments of the organisation. The main view in this open-systems theory is that organisation system are composed of different departments which are influenced by various external forces. The external forces may affect the accessibility of raw materials, competitions and government regulations ( 2005). In order to have an effective performance, the organisation must be able to align the functions of subsystems, with the best leadership and organisation structure to ensure strategic alignment. The vital elements of open systems include inputs transformation, output boundaries and feedback. The model works on the tenet that to have an effective organisational system, different subsystems must be aligned with each other. Such alignment consists of the relationship between inputs, transformation and transformation and outputs and among the subsystems of the transformation process ( 2005).
In this regard, the Rural Ambulance Service will be diagnosed in three levels: the strategy, structure and processes of the Victorian Ministry of Health, in line with its ambulance services, the human resources involved in designing the new ambulance service system and the individual tasks and position who are involved in the organisational change.
Diagnosis: Organisational Strategy,
Realising the importance of providing quality and efficient ambulance services the Victorian ministry of health has provided each of the five major regions in Victoria their own ambulance service. Such system is implemented too ensure that the service will be available for various local communities in the region. However, it has been perceived that those five larger regional ambulance services have a limited breadth in terms of management and specialist business skills which affects the provision of quality and efficient services among the public. In addition, having five different organisations also leads to high infrastructure costs. With these problems, the Minister announced to have structural changes for the rural ambulance service.
The new structure has been decided after considering which key functions should be carried out at the central level and which functions should be decentralised within the five major regions. The main goal of this new structure is to maximise quality. Access to suitable ambulance services, efficiency of the ambulance service, comprehensiveness and continuity and clients inputs. On one hand, the new structure aims on minimising infrastructure costs, inconvenience and dissatisfaction among patients. In order to achieve this goal, the ministry of health must be able to determine to get essential resources including human resources, budget and even the support of the local communities and transform such resources into a meaningful idea to be able to have a new structure that will meet the needs of the regions and local communities.
As mentioned, the goal of the new structure is to have a central management system that will administer the functions of different rural ambulance service for the five regions of Victoria. In addition, the company also aims in reducing departments and unit functions by identifying key resources for the decentralised approach. From 8 human resource functions, the new structure reduced it into only functions which are necessary for the operation of a single rural ambulance service. These include three groups: head office level, regional level and area level. The Head office would be accountable for a range of corporate and management functions at a strategic and policy level; the regional level would be accountable for operations in a large geographic area of rural Victoria and would provide operational management support to a number of local communities within the region, as well as coordinating the implementation of statewide policy within the region; and area level would be directly accountable for day-to-day management of a small number of ambulance branches which includes focusing on quality assurance and managing relationships with key stakeholders. It can be said that, the new structure of rural ambulance service has been able to establish a departments which is strategically aligned to meet the needs of the public. In addition, each of the departments has been given accountabilities and responsibilities which are aligned effectively. The functions of these key resources are aligned in corporate, human, technological and operational services.
All in all, using the open-systems model, it can be said that the Victorian ministry of health and the project team members who are involved in planning and executing the new structure for the rural ambulance service in Victoria. The state government of Victoria has been able to align the responsibilities of each of the human resources to achieve their goal of having a new system that would be efficient for the public. The new rural ambulance service is being set in four levels which is human, functional, technological and organisational capabilities.
Credit:ivythesis.typepad.com
0 comments:
Post a Comment