The Infrastructure of an Organization: A Systems Theory View. The work is to be 1 page with three to five sources, with in-text citations and a reference page. Leadership: Problem Solving and Decision Making in Organizations Leadership: Problem Solving and Decision Making in Organizations
A player in the healthcare sector should design her services to operate as part of the entire system. Organizations must operate through efficient connections and relationships that promote reciprocity and trustworthiness (Manley et al, 2008). The customer services therefore department exists as an interdependent entity of the organization and not an exclusive one.
Organizations need to design their vision in line with future demands and trends. This calls for them to take deliberate steps to learn about how the latter are likely to affect their operations (Marquis, 2012). If the customer services department is poor at rendering services for example, the entire organization is affected. This department is the first line of contact with the clients and through it clients are able to create perceptions about the company.
Closed systems usually involve no interaction with the environment. It completely disregards the relationships between the system and the environment within which it operates (Sundarasaradula & Hasan, 2006). This enables the creation of networks and trust relationships between the members of staff and also between the organization and the clients.
This situation can be remedied by appreciating that client’s health care needs come first and must therefore be prioritized in every decision made . The organizational challenges and the suggested solutions need to be viewed in light of their value addition to the overall mission of the organization (Marquis et al, 2012).
In conclusion, the leadership plays an important role in managing and implementing solutions that affect an organization because they guide change. Existing problems need to be solved with both the present circumstances and the future prospects in mind and the responsibility of charting that future rests on all staff (Marquis et al, 2012).
References
Marquis, B. L., & Huston, C. J. (2012). Leadership roles and management functions in nursing: Theory and application (Laureate Education, Inc., custom ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
McCormack, B., Manley, K., & Walsh, K. (2008). Person-Centred Systems and Processes. In K. Manley, B., McCormack, & V. Wilson (Eds.), International practice development in nursing and healthcare (pp. 25-29). Oxford, England: Blackwell.
Sundarasaradula, D., & Hasan, H. ( 2004). A unified open systems model for explaining organizational change. In S. Gregor & D.Hart (Eds.) Information Systems Foundations: Constructing and Criticizing (pp. 125-142). Canberra, ACT, Australia: Australian National University Press.