Q Assignment reflects on whole scenario on which an organisation is placed considering healthcare sector at priority Home, - ORGANISATIONAL BEHAVIOR Introduction With the recent percentage of upsurge marked in the number of business organisations it is needless to say how important this growth is for every economy. The operations of the business organisations have become much complicated over the course of time owing to the increased number of activities that have to be maintained. Every organisation has a central theme known as organisational behaviour that indicates the efficiency of the organisations. A business organisation is a world in itself and interaction within different groups is a common and regular activity that defines different business functions. There are various distinct sectors in the business world, but organisational behaviour is common in all and striving to ensure a positive behaviour within the organisation is necessary. In literal meaning organisational behaviour stands for the interaction among people and teams in managing and organising organisational functions in a systematic manner. Prevalent theories of team management and leadership are widely implemented to achieve improved organisational behaviour. Leadership is an integral part that determines that an organisation is going in the right direction meeting all its objectives. However, in order to meet the desired outcome the organisations are faced with several challenges that need to be handled efficiently and ensure the maximal return of benefits in the long run. In this assignment, the issues in successful implementation organisational behaviour in the healthcare sector will be highlighted. The healthcare sector has emerged as important pillars of the business world not only as business prospects, but the healthcare services that they offer making it extremely crucial to ensure the presence of a proper work culture. Importance of Organisational Behaviour in the Healthcare sector The work in healthcare organisations is the same as it is in other organisations dealing with core business, but something that makes the industry more crucial is its urgent and non-deferrable actions. Earning of profit comes later dealing with crucial conditions involving life and death of individuals. This nature of the industry makes it highly variable, complex and reactive were every action taken determines someone else’s life. Therefore, for the outstanding success of the organisations falling under this sector presence of highly specialized and differentiated professionals are required to meet the complexity of the organisational tasks, as stated by Mickan & Boyce (2018). Without proper coordination of resources and allocation of tasks it is very much difficult to meet the goals of the healthcare organisations that might lead to dire consequences at times. The complexity of the healthcare organisations are increasing day by day owing to global and ever changing factors that are not in control of human hands. Thus, working interdependently with each other is necessary and this faculty in the organisation can only be met with an effectively prevalent organisational behaviour. Ability of the professionals to attain leadership roles plays an instrumental role behind the success of any organisation and when it comes to the healthcare companies, professional expertise in handling organisational environment ensuring the conduction of every task in the right direction gives an elevating dimension, as commented by Roberts et al. (2003). From several years of experience in the healthcare sector the most prevalent issue that can be identified is the mismanagement of the diversity of workflow and utilization of resources which needs extensive communication among the professionals. The severity of the type of work performed in the healthcare organisations sheds enough light on the problems that often take place causing deep trouble for both the service provider and the care receiver. Life risk is the highest level of threat caused from the ignorant attitude of the professionals, as well as the patients all of which depends on the way every resource within the organisation interact with each other. As per the opinion of Davies et al. (2000), maintaining stability in the organisational behaviour is a great task, but surpassing this would not lead anywhere to organisational success. As there are multiple operations lined up one after the other and the responsible often gets changed depending on the present circumstance communication of information is the best way to solve the gaps. However, this issue is recurrent in the healthcare sector leading to the occurrence of certain unavoidable problems. Issues in the healthcare sector Healthcare organisations are mainly placed within political environments of high intensity. This leads to an increasing competition for scanty resources. The process of socialization is also highly dependent on the patterns of the existing political power. In an organisational setting a professional’s expertise and good name gives them the authority to hold positions of greater autonomy and control, as observed by Brooks (2009). This often leads to prioritizing clinical issues over managerial efficiency that mars the entire flow of work that is simultaneously important for the conduction of the line of actions successfully. Since the broad classification of the organisations under the healthcare industry there have been a lot of changes that to accommodate the changing management system of the present scenarios. Ample roles have been introduced within the healthcare organisations from only physicians and healthcare workers. In the contemporary world, starting from non-physician clinicians to registered nurses many new roles have been created all serving the holistic purpose of providing care to the patients in need of medical attention. Now, the problematic aspect to this context is that it involves inter-disciplinary collaboration among the caregivers, as opined by Damschroder et al. (2009). Patients are not exclusively treated by one clinician, as there are rotational shifts of the caregivers and different other conditions into play that determine the person for the specific responsibility. As pointed out by Ketelaar et al. (2011), big time concerns include moving clinical services into primary care units and gradually to larger organisations which is evitable for business mergers. The management has to be strong to facilitate all the internal changes along with conducting and maintaining the quality of the actions that are integrated within the organisation. Upgradation is necessary in the modern world with rising expectations among the public about the benefits of the medical care, as pointed out by Dahlgaard, Pettersen & Dahlgaard-Park (2011). Government schemes and awareness have already contributed a lot in spreading the words of health promotion and disease prevention that puts more pressure on implementing the changes required to facilitate and provide all those services. At the same time, a lot of changes have been observed in the pattern of illness that is being faced by the patients. From acute to chronic conditions, these medical changes necessitate the presence of complex technological care within the healthcare organisations to provide adequate service to the patients, observes Flodgren et al. (2011). Introducing new trends in the organisation is not an easy task, as it needs the involvement of the entire workforce and all the resources. Managing every particular often makes it a difficult task to achieve the objective competently if the equation among the team members is not balanced enough. In the opinion of Parmelli et al. (2011), leadership in the management determines the overall organisational behaviour. Hence, the first step for initiating change is through efficient implementation of the right leadership tactics that boosts the consecutive line of actions automatically. However, following the method is the toughest challenge for all the individuals involved in the process and misbalance in any one of the resources of the organisation is bound to bring hardships for the entire organisation, as pointed out by Lluch (2011). Irrespective of the known fact that effective management first of all requires efficient communication skill among the professionals within the management, the complexities are mostly prevalent in this discipline only. [Refer Appendix 1] Challenges faced by the healthcare sector In order to curb the issues prevalent in the healthcare organisations time tested leadership theories and models are implemented for getting improved results. The purpose is to put all the practices into use that are proven to bear fruitful results. However, the twist in the tale lies in the fact that inspite of all attempts there remains some loopholes that acts as the passage future difficulties. Identifying the issues is the first step towards bringing solutions to them and the management of the organisations is directed in the similar direction where three of the most important human resource practices are necessarily conducted. Appraisal, training and team working are the positively associated pillars of human resource practices that impact the overall organisational performance, as mentioned by Brooks (2009). The healthcare organisations are mainly focused on team working because this is the ultimate aspect of meeting their professional roles with superior quality and assuring best services to the clients. The association of care receivers in the form of clients in this industry is the biggest challenge, as discrepancies in the interaction of professionals might lead to irreparable damage of the other recipient. The institutional theory focuses on the success of the organisations that establish a good connection between an organisation and its external environment, as opined by Ketelaar et al. (2011). Similarly, the internal resources also need to be maintained successfully to standardize the whole process of work through consistent organisational behaviour practices. But, records say that failure is faced a number of times in the sector due to immense pressure of structural variations that sometimes poses as a threat in the future. In healthcare organisations contingency approaches are popularly implemented as a leadership tactic to balance the three lines of management style, organisational structure and environmental factors. This is considered to be the best way to address changes that are likely to take place in the environment with every passing day. Implementing this strategy in the right manner is the ultimate way to victory, but the challenge is that some changes are very frequent and immediate. Causing alterations of large implementations is a tough business and meanwhile one task is achieved another change is already in the queue, remarks Parmelli et al. (2011). Thus, the healthcare organisations become vulnerable and more prone to the threats despite being able to identify the areas of conflict. Conclusion Business world encompasses several industries all of which has the end target in form of yielding profit results. Healthcare is the only industry that focuses on earning profits and also causing betterment for the society. This two-fold nature of work makes the entire programming of the healthcare organisations bit complicated. To add to the adversities, the changing world is greatly affecting the sector and the hardships are even increasing with every sunrise. Absence of effective organisational behaviour involving efficient leadership makes situations even worse. Also, there are times when a good leadership style fails to yield the expected results due to external circumstances that directly or indirectly influence the entire industry. As the sector involves great communication strength for its nature of work and the organisational construction, lack of it only doubles the crisis. However, there are always solutions to the problems which show the right direction to be followed and meet best results. Recommendation On consideration of the issues and challenges faced by the healthcare organisations in maintaining stable organisational behaviour the initial requirement is to understand the urgent needs of the time and the long term goals that the organisation wants to accomplish. Organisational behaviour is determined by the interaction of the resources working in collaboration towards the attainment of aim. Hence, it is necessary to make the foundation strong that directly focuses on the leadership skill of the responsible personnel. The urgent nature of services provided by the healthcare organisations makes it more imperative for the leader to implement and executive strategies wisely. Situational leadership methods are actually beneficial in the context of meeting organisational targets, as stated by Mickan & Boyce (2018). The reason behind this is the flexibility of leadership style that enables to adapt to the changing surroundings. As situations cannot be controlled or changed the methods to deal with them have to be moulded to make the best out of it. Hence, once the organisational activities are covered, the performance of the professionals is bound to improve that would be gradually reflected on the overall functioning of the organisation. Enhancing organisational performance absolutely necessitates and effective and efficient organisational behaviour on the priority level.