Question

The matrix from of organizational design can provide health care organization managers enhanced The matrix from of organizational design can provide health care organization managers enhanced information processing, faster response times, and more flexibility to cope with increased organizational complexity. You are completing this assignment to demonstrate your knowledge of the opportunities and challenges associated with the matrix form of organizational design. Read Short Case 2: Matrix or Mess? In developing your response to this assignment, consider the situation described below from an organizational design perspective. Though your friend Carol is excited about the new changes, she is concerned that maybe she is not fully understanding how the new working and reporting relationships will work. Carol has approached you and asked for guidance based on your experience and previous work with organizational design. In helping Carol think through her situation, identify one potential advantage and one disadvantage of the matrix design for each of the following stakeholders: • Carol • Carol's bosses • Information Services (IS) Department • Valley Community Hospital In 200 words or less, conclude your analysis with a strong recommendation to Carol about how best to succeed.

Answer 1

Validation is the degree to which strategies, methodology, sets of responsibilities, and guidelines are composed and unequivocally enunciated. Numerous composed guidelines and directions. Representatives have little independence to settle on choices on each case evidence. Along these lines, workers react to issues also over the association, which prompts consistency of conduct.

While validation diminishes uncertainty and gives guidance to workers, it isn't without drawbacks. Since representatives are accustomed to acting. Actually, key basic leadership in such associations frequently happens just when there is an emergency. The administration business is especially vulnerable to issues related with elevated amounts of validation. Once in a while representatives who are tuning in to a client's issues may need to make a move, yet the appropriate response may not be indicated in any procedures.

Keeping the span of the association consistent, tall structures have a few layers of administration between forefront workers and the best level, while level structures comprise of few layers. A firmly related idea is traverse of control, or the quantity of representatives answering to a solitary supervisor. In tall structures, traverse of control has a tendency to be littler, bringing about more noteworthy open doors for chiefs to manage and screen worker exercises. Interestingly, level structures include a more extensive traverse of control. In such a structure, directors will be generally unfit to give close supervision, prompting more noteworthy levels of flexibility of activity for every worker.