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FPH exam > 5B organisations > Flashcards

5B organisations Flashcards

1
Q

Organisation: describe 3 types of internal organisation structures

A

DIVISIONAL: groupings based on major departments (eg in a local authority, HR, finance, housing, public health)

FUCNTIONAL: groupings based on the services provided (ie in a hospital ortho, gen surg, medicine)

MATRIX: here different projects employee the experience of staff from different divisional or functional groups (ie a LA project on obesity might employee someone from public health, leisure, transport, finance, education)

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2
Q

organisation: external organisational environment in healthcare- why can healthcare be easily understood as organisations in isolation

A
  • frameworks that conceptualise organisations as discrete entities may be inadequate for understanding the healthcare where organisations never operate in isolation
  • instead a systems approach is more useful
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3
Q

External organisational structure in healthcare: what is a system? who defined it as such?

A

Checkland defines a system as a set of elements, connected together, which form a whole

  • a system shows properties pertaining to a whole rather than component parts
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4
Q

External organisational structure in healthcare: what are open and closed systems?

A

OPEN
- capable of exchanging resources, energy ad information with external agencies

CLOSED
- completely autonomous

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5
Q

External organisational structure in healthcare: what 3 steps have been described to understand systems and affect change within them? who described the steps?

A
  • described by Iles
  1. MODELLING (familiarisation and summarising the system)
    2 MAPPING ( grouping factors e categories of factors obstructing change)
    3 TELLING THE STORY (presenting a compelling narrative for change)
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6
Q

External organisational structure in healthcare: what is systems thinking?

A
  • when implementing change NHS managers are encouraged to use systems thinking to understand the inter-relationship between and withing healthcare organisations and teams
  • eg when we consider the local health economy you might consider the ICB, local GPs, local DGH and LA
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7
Q

Evaluating organisations: Name a model that can be used to assess how well an organization is positioned to ahcieve its intended objectives? What does it include?

A

McKinsey 7 S model
- identifies 7 aspects of the organisation that need to be aligned if it is to be successful
- the 7 aspects are:
1. shared values
2. systems
3. structure
4. style
5. strategy
6. skill
7. staff

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8
Q

Mckinsey 7 S model: shared values - why are shared values important, Name the 3 things an organisations values may be classified on. How might whether an organisation has shared valued be assessed?

A

Model is used to assess how well an organization is positioned to achieve its intended objectives

The shared values of the organisation are core to this model
They are the guiding concept shared by an organisations members
An organisations values may be classified as:

OWNERSHIP AND FINANCE
typically a distinction is made between public and private sector
MAJOR PURPOSE (eg primary purpose of a hospital is to provide healthcare)
PRIME BENFICIARY (organsiations may primarily serve members (ie unions), owners or managers (ie companies) or the public (which may be public in contact (ie hospital) or public at large (ie public heath organisations)

2 useful indicators of the degree to which an organization has shared values are:
1. the degree to which employee subscribe to the same corporate identity( ie public or private)
2. how well employees articulate the main purpose and prime beneficiaries

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9
Q

Mckinsey 7 S model: strategy

A
  • typically a strategy articulates where an organisation wants to be in 5 years and how it is going to get there
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10
Q

Mckinsey 7 S model: Structure

A
  • describes the hierarchy and interconnections within an organization
  • an evaluation of an organisation structure may focus on formal arrangements (ie divisional, functional or matrix) or informal structures (influenced by personal relationships)
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11
Q

Mckinsey 7 S model: Systems

A
  • the systems of an organisation includes its procedures, processes and rewards
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12
Q

Mckinsey 7 S model: Styles (what 4 styles or organisational culture did handy describe?)

A
  1. POWER
    organization revolves around a small group of people or a single boss
  2. TASK
    the organization is orientated to interdisciplinary teams whose members have different skills
  3. ROLE
    employee have specific roles and responsibilities which are allocated according to their job description
  4. PERSON
    organization employs people who they believe are highly skilled and provide them with autonomy to approach a task how they think best
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13
Q

Mckinsey 7 S model: Staff

A
  • the number and types of employees working within an organisation
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14
Q

Mckinsey 7 S model: Skills

A
  • capabilities of key personnel and the organization as a whole
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15
Q

what is a stakeholder?

A

A person or group that has an interest in the outcomes of a project or an organisation

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16
Q

Stakeholders: what is the value of stakeholder consultation

A
  • early consultation of stakeholders in a project can often garner support
  • project outcomes are nearly always improved by stakeholder involvement
  • stakeholder support can be helpful in securing additional resources
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17
Q

Stakeholders: what is stakeholder analysis? Name the 3 stages, describe the chart

A

The process of stakeholder analysis involves 3 elements:

  1. IDENTIFY A COMPREHENSIVE LIST OF STAKEHOLDERS(both internal and external)
  2. ASSESSING THEIR DEGREE OF INTEREST AND POWER
  3. ESTIMATING THEIR REACTION TO THE PROJECT BASED ON THEIR IEOLOGICAL, STRATEGIC AND FINANACIAL INTERESTS IN THE PROJECT

the chart has 2 axis: one with power (from low to high) and one with interest (from low to high). It is divided to give 4 sections’

High interest high power: manage closely

High interest low power: Keep informed

Low interest high power: keep satisfied

Low interest low power: monitor (minimal effort)

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18
Q

Stakeholders: who are internal stakeholders?

A
  • employees, managers etc within the organization
  • they will have their won interests that they will tend to pursue
    ie middle managers may want promotion, employees may want better working conditions
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19
Q

Stakeholders: what powers do internal stakeholders have?

A
  • all internal stakeholders have a degree of power that they may be driven to use to promote or impeded the implementation of a project
  • internal stakeholder powers include:
    1. AUTHORITY (formal power through organisational heirachy)
    2. CONTROL OF STRATEGIC RESOURCES
    3. THREAT OF RESIGNATION OR INDUSTRIAL ACTION
    4. POSSESSION OF EXPERT KNOWLEDGE/ SKILLS
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20
Q

Stakeholders: how can external stakeholders such as government exert their power on organisations

A
  1. taxation
  2. government spending
  3. legal action
    4 regulation
  4. threatened changes in the law
21
Q

Stakeholders: how can external stakeholders such as community and pressure groups exert their power on organisations

A
  1. publicising activities they regard as unacceptable
  2. campaigning for changes in the law
  3. refusing to support organisations (ie boycotting nestle)
  4. illegal actions such as sabotage
22
Q

what are interorganisational relationships? what are the benefits?

A
  • relationships such as strategic alliances, joint ventures and social networks
  • these relationships can benefit organisation at the macro and micro level
  • at the micro level individual employees benefit from discussing professional practice with people from related fields. The insights gained may help them perform better at their job
  • at the macro level networks could lead to innovation and efficient gains
23
Q

Inter-organisational relationships: what are the 5 types of inter-organisational relationship and who described them?

A
  • Barringer and Harrision
  1. JOINT VENTURES
  2. NETWORKS
  3. CONSORTIA
  4. ALLIANCES
  5. INTERLOCKING DIRECTORATES
24
Q

Inter-organisational relationships: Barringer and Harrisons 5 types: what are joint ventures?

A
  • one or more organisations pool a portion of their resources to set up a separately owned venture
  • advantages include economies of scale and scope and opportunities to innovate and launch projects more rapidly than would otherwise be possible
25
Q

Inter-organisational relationships: Barringer and Harrisons 5 types: what are networks?

A
  • collections of organisations that organise joint projects by means of informal arrangement rather than legally binding contracts
26
Q

Inter-organisational relationships: Barringer and Harrisons 5 types: what are consortia?

A
  • organisations with a common need come together to form a new entity that satisfies that need of their behalf
  • ie a group of neighbouring health authorities might form an HR consortium because it would be more costly for individual health authorities to operate their own HR departments
27
Q

Inter-organisational relationships: Barringer and Harrisons 5 types: what are alliances?

A
  • arrangements between 2 or more organisations that establish an exchange relationship
  • no new entity is formed
  • such arrangements are typically informal and short term
28
Q

Inter-organisational relationships: Barringer and Harrisons 5 types: what are integrated directorates?

A
  • an executive director or one organisation sits on the board of another organisation
  • can help spread innovation and co-operation amongst organisations
29
Q

Inter-organisational relationships: integrated health care- what problems does lack of integration cause and what can better integration achieve?

A
  • despite health organisations rarely operating in isolation they typially do not provide joined up care, leading to:
    1. duplication
    2. gaps in care (everyone assumes someone else will do it)
    3 conflicting care (different organisations saying different things

Better integration in healthcare is seen as a way of achieving:
1. lower costs
2 better patient satisfaction

integrate care systems/boards aim to improve integration in the system

30
Q

Social networks: What is a social network?

A

A group of people or organisations that are connected through social bonds

31
Q

What is a social network diagram? what two elements is it composed of? what can it be used to determine?

A
  • relationships are viewed as:
    NODES (individual actors ie family members, neighbours, friends and colleagues)

TIES (ranging from casual relationships, to close family ties)

in its simplest form a social network is a map of all the ties between the nodes and these concepts can be displayed as social network diagram

The network can be used to determine the social capital of individual actors

32
Q

what are online social networks?

A
  • refers to a category of internet applications that help to connect friends, colleagues or other acquaintances
33
Q

Online social networks: What challenges can they bring to organisations

A
  • shift from unidirectional communications to two -way conversations
  • need a different communication style with faster, shorter responses and more informal language
34
Q

Online social networks: What opportunities can they bring to organisations?

A
  • can interact with stakeholders (ie clients, patients) in new ways and engage in coversations
35
Q

Online social networks: What risks can they bring to organisations?

A
  • greater potential for the spread of inaccurate information and exposure to harmful social norms and practices
36
Q

Social networks: what is Dunbar’s number

A
  • the maximum size of people’s social netwrok is consistently found to be around 150 people
  • this represents the maximum number of people any one person can maintain stable relationships with
  • this is known as Dunbar’s number
  • therefore whilst sites such as Facebook may appear to increase the size of a persons social network, research suggests that in reality people still interact meaningfully with fewer than 150 people
37
Q

Communities of interest: what are they?

A
  • groups of people with a common interest who may not necessarily be linked in terms of their location, profession, socioeconomic circumstances or other characteristics
  • communities of interests have flourished with improved internet access
38
Q

Communities of interest: what do they offer members?

A
  • the opportunity to discourse and engage in critical thinking on topics from the perspective of their common interest
39
Q

Communities of interest: give examples of 6 communities of interest with relevance to health

A
  • older people experiencing isolation and poverty
  • people with learning disability
  • disabled people
  • asylum seekers and refugees
  • ex-offenders
  • people diagnosed with certain conditions
40
Q

external influences on organisations: What framework can be used to review the threats and opportunities in an organisations external environment and what do the letters stand for?

A

DEPESTELI

  1. DEMOGRAPHIC STRUCTURES
  2. EPIDEMIOLOGICAL PATTERNS
  3. POLICITCAL FACTORS
  4. ECONOMIC INFLUENCES
  5. SOCIOLOGICAL TRENDS
  6. TECHNOLOGICAL APPROACHES
  7. ECOLOGICAL FACTORS
  8. LEGISLATIVE REQUIRMENTS
    9 INDUSTRY ANALYSIS
41
Q

external influences on organisations: DEPESTELI framework- what is in Demographic structures?

A
  • age, sex, ethnicity etc of the population
42
Q

external influences on organisations: DEPESTELI framework- what is in epidemiological patterns

A
  • prevalence and incidence of diseases and risk factors
42
Q

external influences on organisations: DEPESTELI framework- what is in political factors?

A
  • government policy, taxation, grants, likely future changes in political landscape
43
Q

external influences on organisations: DEPESTELI framework- what is in Economic influences

A
  • competition, availability of financial resources, labour supply
44
Q

external influences on organisations: DEPESTELI framework- what is in sociological trends

A
  • attitudes and beliefs
  • lifestyle choices
  • press attitudes
45
Q

external influences on organisations: DEPESTELI framework- what is in technological approaches

A
  • research and development activity
  • new methods/equipment
46
Q

external influences on organisations: DEPESTELI framework- what is in ecological factors

A
  • interactions with the wider environment, pollution, waste management, transportation
47
Q

external influences on organisations: DEPESTELI framework- what is in legislative requirements?

A
  • relevant laws affecting the organization, employee law etc
48
Q

external influences on organisations: DEPESTELI framework- what is in industry analysis

A
  • market knowledge, demand etc

FPH exam (29 decks)

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