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Extending beyond business April 2, 2007

Posted by Janine in Cases, Organizational Design.
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I apologize for the delay in this post.  I thought I had posted it but rather had only saved it.

 For my additional reading recently, I read an article about organizational structure and culture within an organization that is not exactly a business.  It relates to the radiology and the recent development of the Cat Scan machines. To sum up the article, the author talks about how the introduction of the CT machines created new structure within the department and also changed the dynamic between the radiologist who interprets the scans, and the technician who runs the machine.  It explains in lengthy detail specific scripts that occurred between radiologists and technicians, and how structure was affected based on knowledge of the new equipment, and the assumed heirarchy of power, radiologists over technicians. 

 The reason I found this article interesting was that it put our discussions of organizational structure into the context of organizations beyond business.  The concepts that we studied in class and from the book are at play here.  The dynamic between superior and subordinate, manager and employee, so to say.  The end result of this study showed how a more flat, decontralized structure within the radiology dept. allowed the CT radiologists and technicians to use each others as sources of information.  The radiologists were able to use the knowledge the technicians had of the machine and learn from them in some degree, and likewise, the technicians were able to approach the radiologists and learn from them.  Both ends must communicate ideas, knowledge, and resources in order to provide the best care to the patients.  There may be a new way of using the machine or programming the machine that the technician comes up with that could benefit the radiologist, i.e. getting a better, clearer scan.  In addition, the technician can learn something about interpretation of films from the radiologist.  Yet, for all this to be possible, easy flow of communication is necessary.  A relatively flat, decentralized structure is best suited.

 I thought this article was interesting because it put the topic of organizational structure and culture into a different sphere, that of health care.  Can you think of any other fields beside business where such topics are relevant?

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Comments»

1. Jordi - April 11, 2007

Higher education? The structure here is very decentralized.


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