1. Take one organization from Arba Minch Town whether Government or Private Institution then do the following activities.

Question

A. Prepare organizational chart, structure and authority hierarchy of the organizations.

B.Explain chain of command, span of control, duties and responsibilities of each department in the organizations.

C. Explain what type strategy the organizations use.

Discuss the following questions.

1. Conflict, Power, and Politics.

2. Decision-Making Process and type of decision making support with examples.

3. Explain leadership, culture and ethics.

4. Explain fundamentals of organization structure.

5. Write and explain types of organizational decision-making processes.

Answer 1

Let’s take a hypothetical organization from Arba Minch Town as a case study. We will consider a government health institution, the Arba Minch Health Center. Please note that due to the nature of this response, some details may be hypothetical but will represent what is common in such organizations.

A. Organizational Chart, Structure, and Authority Hierarchy

Organizational Chart:

                 Director
                   |
        ---------------------------
        |            |           |
   Administration  Medical   Community Health
        |            |           |
    HR Dept      Nursing Dept   Outreach Programs
        |
    Finance Dept

Structure and Authority Hierarchy:

1. Director: Overall leader responsible for the health center's functioning, budget allocation, and strategic initiatives.

2. Administration Department:

   • HR Department: Manages staffing, employee relations, and workforce training.
   • Finance Department: Oversees financial planning, budget management, and purchasing.

3. Medical Department:

   • Nursing Department: Provides patient care, coordinates with doctors, and oversees nursing staff.

4. Community Health Department:

   • Outreach Programs: Engages with the community to promote health awareness and preventive care practices.

B. Chain of Command, Span of Control, Duties, and Responsibilities of Departments

Chain of Command:

• The chain of command starts with the Director, followed by department heads, and then the teams within those departments.

Span of Control:

• The Director may oversee around 3 department heads directly, while department heads may supervise several team members (e.g., HR personnel, nurses).

Duties and Responsibilities:

• Director: Strategic planning, resource allocation, and public health oversight.

• Administration Department:

  • HR Department: Recruitment, training, workforce management.
  • Finance Department: Budget development, financial reporting, cost control.

• Medical Department:

  • Nursing Department: Patient care, administering medication, and supervising nursing staff.

• Community Health Department:

  • Outreach Programs: Organizing health education initiatives, promoting vaccination drives, and conducting health assessments.

C. Type of Strategy Used by the Organization

The Arba Minch Health Center employs a community-oriented strategy. This strategy focuses on:

• Preventive health care: Ensuring that health education and preventive measures are prioritized to reduce disease prevalence in the community.
• Outreach and engagement: Actively involving the community in health initiatives to foster a partnership approach to health care.

Discussion Questions

1. Conflict, Power, and Politics:

   • Conflict: May arise between departments over resource allocation or differing priorities (e.g., administration vs. medical needs).
   • Power: Department heads possess power over their teams but are ultimately accountable to the Director, creating a balance of power.
   • Politics: Internal politics may influence decision-making, such as prioritizing projects based on personal relationships rather than organizational needs.

2. Decision-Making Process and Types:

   • The decision-making process includes:
     • Identifying the problem: Understanding the health issues in the community.
     • Gathering information: Collecting data regarding patient needs and resource availability.
     • Generating options: Evaluating possible health interventions.
     • Making the decision: Choosing interventions based on effectiveness and cost.
     • Implementing the decision: Deploying health initiatives.
     • Evaluating outcomes: Analyzing the effectiveness post-implementation.
   • Example: Implementing a vaccination program based on rising disease cases.

3. Leadership, Culture, and Ethics:

   • Leadership: The Director leads with a focus on collaboration, emphasizing teamwork among departments.
   • Culture: The culture is community-focused, emphasizing preventive care and outreach to engage the community actively.
   • Ethics: The center upholds health ethics, emphasizing patient confidentiality and equitable access to care.

4. Fundamentals of Organization Structure:

   • Division of Labor: Each department has specific roles to enhance efficiency.
   • Coordination: An effective structure ensures coordination among departments for integrated care.
   • Hierarchy: Clear reporting lines support accountability.
   • Flexibility: The structure allows adaptability to changing community health needs.

5. Types of Organizational Decision-Making Processes:

   • Programmed Decisions: Routine decisions like budgeting or staffing.
   • Non-Programmed Decisions: Unique or complex issues, such as emergency responses to health crises.
   • Participative Decision-Making: Involving staff in decisions regarding patient care protocols or program implementations to enhance buy-in and effectiveness.

Conclusion

This exploration of the Arba Minch Health Center illustrates how organizational structure, leadership, and strategic intent can work together to provide effective community health services. The dynamics of conflict, power, politics, and decision-making processes significantly contribute to its functioning and success.