Reflection: Organizational Management and Leadership

Reflection: Organizational Management and Leadership

        Effective organizational structures can vary based on the environments in which they operate.  Some businesses are more suited to a traditional hierarchical mechanistic organizational structure which adheres to their rigid protocols and straight guidelines.  Whereas, other organizations operate under a dynamic environment and deal with uncertain contents which may need the exercising of some flexibility to meet with their creative challenges.

        The mechanistic structure is a “formal, centralized, and complex” model which is designed to enhance efficiency and productivity (Ivancevich, Konopaske & Matteson, 2014, p. 474).  This perfectly describes the clinical laboratory setting at Loma Linda University Medical Center, where I have been working for the last thirteen years.  Our operation follows a set of specialized procedures, functions, and processes required to complete thoroughly the daily tasks.  Individual specialization is prominent among employees within our laboratory in six major departments: Analytical, Pre-analytical, Hematology, Transfusion Services, Microbiology, and Pathology.  Organizational decision making is centralized at the top of the hierarchical chain where communication is passed from the top of the chain to the bottom.  Each clinical lab scientist individually works separately on their own task by following standard operational procedures and then reporting those test results to physicians.  The network of specialization within the laboratory departments carry important roles individually; however, we produce more accurate results together in aiding physicians with more data to appropriate patient diagnosis.  I believe that the mechanistic structure fits the clinical laboratory setting due to the nature of the complexity of scientific testing and the strict governmental regulations which have to be followed.  As a clinical laboratory professional, I can say that we follow strict protocols and strive to produce accurate test results with maximum efficiency.  Therefore, mechanistic organizational structure provides great advantages under these particular circumstances.

        In contrast to the mechanistic organizational model, the organic structure represents a more “flatter” organizational structure with low specialization and decentralization.  It seeks “to maximize satisfaction, flexibility, and development” (Ivancevich et al, 2014, p. 477).  This organizational structure style is more suitable for the “creative business,” which allows employees at all levels to collaborate in the decision-making process.  Employee status often is tied to aptitude and perceived intelligence instead of their actual position within the company.  Organic structure management allows employees to gain a higher level of motivation and satisfaction with doing their job, and it is opposite in comparison with the rigid model of the laboratory strict settings which places limitations on creativity.  From the employee’s stand point, getting their voices heard and feeling greater self-worth, could build greater relationships between the employees and the company in the long run.  I believe that organic organizational structure is comparatively more complex and harder to achieve due to the challenges of facing unpredictable external environment factors, and the fact that there is a decentralized decision-making format.  Therefore, “open door” communication policy with strong leadership is essential for organic organizational structure.