Analysis Beth Israel Hospital’s restructuring

Analysis Beth Israel Hospital’s restructuring

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When Beth Israel Hospital Director of Nursing took over she faced a structural dilemma. The structure of the Beth Israel Hospital Nursing was complex. Bolman & Deal (2013) states that complex structures are when there are roles in which many people do different things. In the situation of Beth Israel there was a gap in the structure as the least prepared employee had the hardest job and had to ask (several position above) for normal daily procedures. The nursing aids were overused.

The Director of Nursing used differentiation to restructure positions in order to streamline the operations for both the staff’s and the patient’s wellbeing. Contingency theory defines the improbability as the inconstant which makes the organization dependent upon the environment (Nobre, Tobias, & Walker, 2010). Organizational design, and choice, is contingent on the idea of uncertainty (Nobre, Tobias, & Walker, 2010). Uncertainty is associated with intentions of restricted judiciousness. In this viewpoint, uncertainty carries the denotation of the lack of information, which leads the organization to irregularity of outcomes, in addition to insufficiency of reasoning for over-all information-processing and clarification (Nobre, Tobias, & Walker, 2010).

Contingency theory claims that organization performance is contingent on an assortment of factors. The organization must consider the in-house capabilities as well as peripheral conditions in maneuvering their strategy for success (Martin B. Mezner: & Julius H. Johnson, 2016). ………….