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Understanding People in Organisations
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Understanding People in Organisations 4HR503Question 1
According to Taylor (1911), Scientific management is used in organizations, so they operate
efficiently, resembling machines, to achieve control and predictability (King and Lawley,
2019). Elements of this are shown in Middleton Trust through the organisation of its
departments. There are four clinical divisions, each run by a Director of Services and General
Manager and six nonclinical departments each run by a non-medical Director. This shows a
division of the responsibilities and duties between workers and management (Fordham
University, 2021). One objective of management is to secure the ‘maximum prosperity’ of
workers (Fordham University, 2021) and in Middleton Trust employees are given training, to
perform more efficiently. However, there is no clear indication that scientific methods were
used to find the best way of doing these jobs. In the Medicine Department the Clinical
Manager observes the day-to-day operations, enabling her to monitor workers closely.
Bureaucratic management focuses on the hierarchical structure of an organisation and the
rules and procedures involved in its coordination (King and Lawley, 2019). In the Patient
Experience and Facilities Management Department, the Records Manager holds daily staff
briefings, providing directions concerning the day-to-day activities and distributing tasks to
each member. Showing coordination, control of work and a clear flow of information and
decision making. However, there is no indication of a clear set of rules concerning how
employees must complete their tasks. The Clinical Manager has organised action teams,
which include employees from different divisions and departments, to solve key problems in
the organisation, showing integration within it. “Small teams can deliver results faster,
engage people better, and stay closer to their mission” (Deloitte, 2022).
“Pay is only one aspect in determining quality work: for many people fulfilment, personal
development, work life balance or flexibility are just as important” (Taylor et al., 2017, p.10).
Introducing training and development improves the employees’ skills and abilities, enabling
them to grow and potentially self-actualise. This is advantageous for the organisation as
employees then perform more efficiently. The hierarchical structure of the organisation and
the division and allocation of tasks combined with the training of staff ensures that work is
done adequately as mistakes are less likely to be made. Bratton (2015) states that the form
, and structure an organisation adopts may have extensive effects on work and organizational
behaviour. The surveillance of workers allows managers to see first-hand any problems
there may be regarding operations and the presence of managers may be motivational as
well because employees are unlikely to slacken in front of their superiors. The integration of
staff from different departments in the action teams allows them to interact more closely
with one another and build a consensus as they all focus on the same objective, to identify
problems in the organisation and initiate solutions, which will benefit everyone (Deloitte,
2022).
Reference List:
Bratton, J., (2015), Introduction to work and organisational behaviour, Third edition, New
York, Bloomsbury Academic
Deloitte (2022), Organisational Design the rise of teams, [Internet] available at
https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2016/
organizational-models-network-of-teams.html?id=us:2el:3dc:dup3027:awa:cons:hct16
[Accessed: 27th of October 2022]
Fordham University (2021), The principles of scientific management 1911 [Internet] available
at https://sourcebooks.fordham.edu/mod/1911taylor.asp [Accessed: 25th of October 2022]
Hackman, J.R., Oldham G.R., (1975), Development of the Job Diagnostic Survey, Journal of
Applied Psychology, Vol 60, pp.159-170
King, D., Lawley, S., (2016), Organisational Behaviour, Second edition, New York, Oxford
University Press
King, D., Lawley, S., (2019), Organisational Behaviour, Third edition, New York, Oxford
University Press
Taylor, M., Marsh, G., Nicol, D., Broadbent, P., (2017) Good Work: The Taylor Review of
Modern Working Practices, London, Department for Business, Energy & Industrial Strategy
Vroom, V.H., (2000), Work and Motivation, Third edition, New York, John and Wiley & Sons
Question 2
Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of
one’s job experience (Dunnette, 1976). In the Medical Records department ‘in fighting’ has
occurred amongst staff, two of the best members have left the hospital and taken jobs
elsewhere and the remaining employees are reluctant to move their shifts to cover the
service. This lack of consensus, labour turnover and uncooperative attitude from staff
indicates a low level of job satisfaction among the employees of this department. Job
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