In as much the nurses are qualified, they are very young and experience has been indicated to be among the finest ways of practicing acquired knowledge if a nurse has to become an expert in their field (Benner, 2013).The BT Hospital applies the Bureaucratic organizational structure that involves different layers of management that run from the top management to the lowest management. Yoder-Wise (2013) explains that bureaucratic organizations since bureaucratic organizations have different layers of management, the procedures in such an organization are very rigid and this structure rarely appreciates the need for change since the structure is so rigid and adopting change is extremely difficult. The decisions made have to follow an organized process as information has to flow from the top management to the bottom. From this description, it is arguable that bureaucratic organizations provide very little room for flexibility especially through decision making (Yoder-Wise, 2013).In the BT Hospital, the administration runs from the board to the administration than to various departments that provide care such as Department of Human Resources, the Aging Office, Department of Mental Hygiene, and Adult Daycare Department amongst others.In the BT Hospital, bureaucratic form of leadership is the most prevalent in the hospital and more so in the Geriatric Department. Burton, Obel & Håkonsson (2015) explain that bureaucratic kind of leadership was existent in the past years especially during the industrial period when the authority was tied to the size of the firm, the responsibilities, the tasks in the workplace and the division of labor among different persons. In this setting, the change was resisted on a great deal since there was a specific plan that had to be followed. Since a bureaucratic organization follows a routine and standardization, Burton, Obel & Håkonsson (2015) indicate that in such a case, chances of predictability were high and the members of such organizations are always keen to follow the set procedures to avoid matching the demand.
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Porter-O’Grady, T., & Malloch, K. (2011). Quantum Leadership (3rd Ed.), Jones and Bartlett, MA.
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