As we see, most of the internal processes in the hospital are mostly employees’ initiatives, and it is very hard to differentiate between internal and external motivation. The doctors want to develop and search for the development themselves, and the hospital, at the same time, creates the atmosphere for the need of such development and international communication. Moreover, those doctors that gained international experience are promoted by the hospital. They are advertised as the best employees and thus the image of the whole organization is growing.
The size factor is also important in the analysis of the company’s structure. Small organizations are less complicated in their structure. Thus, they remind organic systems very often (CliffsNotes, 2012). With its growth, however, the organization becomes more difficult to manage. A typical state post-Soviet hospital is largely structured, but that does not necessarily mean that it should have developed formal structure.
Our chosen hospital has strict and detailed rules, which dictate all of the work procedures. The communication inside of the hospital is hierarchical: with the authoritative instructions from superior tto subordinate employees as the management carries the main responsibility and control over their employees, and fulfillment of the mission of the hospital. On the one hand, this type of structure should provide the organization to develop efficiently; on the other hand, there are nuances that block such potential to operate effectively.
Our hospital is on the maturity stage of development. As we know, during this phase, the organization becomes less innovative and generally interested in its expanding. The hospital is interested in being stable and secure with the only aim to gain more profit. Thus, innovations are not very much taken into consideration. One might think that this is a dying stage as there is no further development. Notwithstanding, in the case of our hospital, this stage has been prolonged since the collapse of the Soviet Union, and new push for changes and revival is inevitable for its further development.
Besides complicated internal structure, our hospital is responsible for reporting to various state institutions. Such accountability affects the operational services so they slow down their activities. Internal accountability influences the behavior of the organization positively as it helps the managers not only to keep things in order and save their time and effort but also to see their level of development and set the targets for future.
Good management should not only include the evaluations of their personnel’s activities but also have to take into consideration the company’s internal and external factors. They are reflected in the planning of short and long-term activities, organizing various training for their personnel, leading the employees and controlling their activities.
External accountability to the state institutions is the formal reporting, which is mostly conducted because of the need to follow the state regulations. On the one hand, such information can be very useful for journalists and students, but on the other hand, the procedures to receive that information are very complicated. As a result, we have a lot of time and effort spent for the satisfaction of bureaucratic rules.
As we see, state health hospital has its own way of development, which is very low now. For this size of the company, there should be more initiative for the development of the personnel from the inside of an organization, especially when we consider its international development. When that happens, the employees will be more motivated, and that will bring not only more profit to the hospital, but the stereotype about the stagnation of post-Soviet state organizations of the developing countries will be broken.