Organizational Survival Strategies
Organizational survival, as well as growth, requires managers to employ resources efficiently to realize maximum benefits, particularly during hard economic times. The health care managers are compelled to search for survival strategies in their organizations, to assist such organizations to remain in operation. One of the strategies that a health care manager can utilize for organizational survival is co-optation. According to Liebler and McConnell (2012), co-optation involves adapting new elements into organizational leadership to respond to the social forces within the organizational environment. In case of health care, the process of co-optation can be carried out through appointing ordinary citizens to serve in the board of trustees. The limitation of co-optation is that the organization may experience shifting of power, hence, creating confusion in the management of employees.
Another strategy for organizational survival is bureaucratic imperialism. Bureaucratic imperialism implies that the health care organization has to apply pressure on a certain client group and focus on expanding it. For instance, issuing of professional licensure non-competitive, thus, the organization that offers such licenses can detect other organizations that try to offer such licenses with ease. In health care, managers have to create a jurisdiction that protects their organizational activities from being duplicated by other organizations. Waste is probably one of the criticisms of bureaucracy, because individuals who design bureaucracy are always reluctant to change to new strategies (Wilson, 2012). Duplication may occur in departments that perform almost the same tasks.
Health care managers can also utilize goal succession, goal multiplication, and goal expansion to enhance organizational survival. Since health care facilities serve numerous client groups, their leaders can review their initial goals for a possible expansion. Organizations can focus on new goals in case the old goals fail to offer positive outcomes. Goal expansion in health care will involve retaining the old goals, but enlarging them with variations. Goal multiplication involves retaining the original goal, but adding more new goals (Liebler & McConnell, 2012). A health care center can expand its facility to accommodate both in and outpatients, in addition to provide specific care for the elderly. However, the health care managers may have limited knowledge for expanding and multiplying goals, thus, making it hard to maintain organizational survival.
If I were a manager in one of the health care organizations, I would choose goal succession, goal multiplication, and goal expansion, as the best methods to enhance organizational survival. With the rapid change in technology, managers cannot stick with the initial strategies and expect to realize the same outcomes. According to Amatai Etzioni, organizations tend to develop new goals when the old ones seem to bring poor results (Liebler & McConnel, 2012). However, health care organizations can expand, for instance, cancer treatment section, in an attempt to cater for more cancer patients. This type of strategy is essential in modifying existing goals to enhance patient care.
Liebler, J. G., & McConnell, C. R. (2012). Management principles for health professionals. Sudbury, Mass: Jones & Bartlett Learning.
Wilson, J. Q. (2012). American government: Brief version. Boston: Wadsworth/Cengage Learning.