For a company to develop steadily in modern economic conditions, equal competition and transparent business practices are necessary, regardless of its industry and size. When analyzing a large healthcare organization, the issue of honest business conduct is especially critical. Corruption damages the investment climate and does not allow entrepreneurs to act big. The risks of shadow practices lie in low chances to attract investments and enter foreign markets. Moreover, it is impossible to build economic relations with developed markets, where integrity has long been woven into the corporate culture.
This paper aims to analyze the issue of compliance failure based on the chosen organization. The company has been a leader in producing and supplying medical equipment and has a long history of success and innovation. To consider the issue more in-depth, the essay will discuss mechanization, and how it was part of the solution to the organization problem. With two examples of mechanization re-structuring of the organization and forming the Customer Care Center (CCC) to quickly solve the organizational problem, as well as the basics of organizational outcomes, organizational theory, and decision-making. Further, the root cause of the organization issue (compliance and transparency), then the Healthcare Provider will be investigated through 5 Whys analysis along with the company’s measures of preventing the problem. Through conducting a SWOT analysis, the factors contributing to an effective solution will be identified, and the compliance incorporating strategy recommended. The paper also includes personal reflection on the topic, a summary of the findings and lessons learned, and closes with the conclusion and final recommendations.
What is Mechanization and How It Affected Employees and End Customers
Mechanization of production is replacing manual labor with machines using various types of energy for their operation in material production or labor processes. Mechanization also covers the field of intellectual labor. The main goals of mechanization are to increase labor productivity and free people from performing time-consuming and tedious operations. It promotes the rational and economical use of raw materials and energy, reduces production costs, and improves the quality of the final commodity. Along with improving and updating technical means, mechanization is linked with improving production organization, changing employees’ qualifications, and using scientific labor organization methods. It serves as a material basis for improving the efficiency of social production developed by intensive methods.
Depending on the degree of production processes there is partial and complex mechanization. With partial mechanization, individual production operations or work types are mainly the most labor-intensive, while maintaining a significant part of manual labor in unloading and transport operations. A higher stage is complex mechanization with manual labor replaced by machine labor in all main operations of the technological process and auxiliary works. Complex mechanization is carried out based on a rational choice of machines and other equipment operating in mutually agreed modes. They are linked by productivity and ensure the best performance of a technological process. The next step after the complex mechanization in the process improvement is partial or complete production processes automation. Automation is based on using a system of machines and equipment that completely replaces the physical labor and controls the machines and their work using automation tools. Employees’ role is reduced to developing and implementing control programs, monitoring, and adjusting automation devices.
Mechanization as an Efficient Way of Achieving Organizational Outcomes
Considering mechanization as a dominating organizational strategy in today’s production industry, it is necessary to analyze why it came to be this way and provide evidence-based arguments for mechanization being the tool of reaching the best organizational outcomes. To deliver these examples, the company will be analyzed from the point of view of its organizational structure and how it influences the results of its performance. First, the re-organization process caused the company’s operation in three regions, with its global headquarter in Germany, and four business areas (BA), our regional area including Europe, the Middle East, and Africa (EMEA), with eight covered zones. This led to being as close as possible to the final customers and the decision-makers of the area, making the unity of command viable and most attainable. Thus, the concept of power and influence is clearly stated, especially when concerning the healthcare branch of the company.
Effects on Employees
To say the least, such a result is direct evidence of the effective mechanization strategy. Each employee knows who their manager is and does not have more than one to work with. Despite that, it is also reasonable to attribute different managers to the employees that are at the lower end of the company’s hierarchy. As a result, top managers are not overwhelmed by supervising a large number of workers and can focus on the target goals of the company. At the same time, these employees get a fair amount of attention from their direct supervisors, and the authority distribution within the organization is wisely spread across the hierarchy. Notably, the employees still take charge of only the scope of authority they are proficient in and directly approved by the top managers first. Such a management distribution establishes a fair amount of workload and ensures a clear picture of employees’ duties and better organizational outcomes.
Effects on End Customers
Another example to prove the point concerns the formation of the Customer Care Center (CCC) to serve the entire regional area. It was almost impossible to develop the organizational operation before and with no chance to define Key Performance Indicators, and several staff members were not happy to see the CCC replacing the direct and passionate relation between engineers and final customers. However, the management team concluded that the benefits and improvement of service would outweigh the drawbacks, and today it is evident that the right decision was made after all, with the center working efficiently for the customers’ benefit. It resulted in the efficiency of services, improved quality of work, and staff utilization optimization becoming the main factors to keep the company on top with all the competitors behind. However, with all the above, certain staff and customers believe they missed the direct relation and the speed of support.
Power, Influence, and control
As a professionalized occupational sphere, the healthcare system is manifested through the frame of power, influence, and control, just like any other system in the capitalistic framework. The healthcare system establishes the medical profession as an expert occupation separate from other professions, which also maintains the labor market monopoly in the services of public interest. The profession dissociates from the middle-class occupations in a way it establishes the recognized jurisdictional boundaries, inter-occupational competition, professional lobbying, licensing, and occupational closure. In this sense, a profession is an institution that controls the existing occupations, the relations between the entrants, and seeks to enhance the working conditions within the profession. This also adds to the formation of group identity and solidarity, as well as the self-regulation of the healthcare practitioners in the healthcare settings.
Organizational Theory and How Decisions are Made within the Healthcare Provider
When speaking about the organizational outcomes, it is necessary to discuss the decision-making process as a part of the global strategic planning. Naturally, any organization must establish a strategic plan to achieve its goals, keeping in mind that it must always go in tandem with its mission, vision, and stated values. The productivity and efficiency levels are identified by establishing the strategic plan to comprehend where improvements could be made and the shortcomings solved (Janssen, van der Voort & Wahyudi, 2017). Strategic planning also includes objectives, risks, budgeting, and company culture, alongside the decision-making process that stands behind any organizational plan in the way it influences each step of the company’s management. In other words, decision-making is what makes the organization function and resolve issues effectively and feasibly.
Organizational Structure and Organizational Outcomes
As an example, the chosen organization is a perfect representation of successful decision-making. Recently, it has undergone a major re-organization and obtained a completely new body structure that makes the company closer to the final customers and the decision-makers of the area. Organizational structure can be defined as the unique way of the organization’s design in a sense it is arranged into groups or departments with different authority statuses (David, 2010). Moreover, these groups and departments interact to reach a common goal set before the company; thus, the organizational structure implies the division of labor and separating duties for each group responsible for different company outcomes. Namely, there are three types of organizational structure, including the tall hierarchical structure, flat, and matrix structures. If the first type implies decision-making being performed on the level of top management due to the vertical differentiation of authority, the other two allow more space and communication to the organization’s employee groups.
The Healthcare Provider operates based on a flat structure, unlike many large organizations. This strategy proves to be very effective in terms of liberal attitudes and collaboration among management. Thus, in this company, decision-making is made easier and more attainable for any employee that has something to add to the organizational success. The control span widens, and managers maintain close interaction with employees working under their supervision. This way, staff members are motivated to work hard for their interests as they feel valued for being involved in the decision-making process. Employee satisfaction and high performance, collaborative culture with self-fulfillment at work contribute greatly to the decision-making process in a way people are involved and eager to contribute to the company’s success. Unfortunately, this also has some downsizes in the face of the flat authority structure, making the production process or service providing slower. Considering that one decision might take some time to be approved by several managers, some of which might not always be available, it may sometimes be difficult to produce fast results.
Applied Organizational Theory
The flat structure approach proves to be a part of the neoclassical organizational theory. In essence, an organizational theory is the study of sociology, dealing with such formal organizations as businesses and bureaucracies and their interrelatedness with the environment they function in. Based on the facts above, the company under analysis obtained the neoclassical organizational theory as the main strategy, which implies genuine concern about employees and their needs. This theory and its humane approach occurred in opposition to the classical organizational theory, introduced by Frederick Taylor in the twentieth century. The classical theory was successful at first, promoting production effectiveness through rigid supervision of the workers, designating punishment as the main tool of employee motivation. However, with time, this approach had run its course and gave way to a more effective neoclassical theory based on concern about people, their working conditions, and personal growth as the major motivational incentive.
After identifying the organizational strategy, the next step is to develop an organizational vision. At this stage, it is necessary to define the basic principles of organizing the company’s business processes in order to further rely on them in the course of a more detailed description of the processes and working out the details of the company’s organizational design. The organizational concept includes five elements: the composition of the main business processes at the top level; a brief description of top-level processes, describing their content, inputs, outputs, and performers; a process map showing the second and, possibly, third level of business processes; a diagram of the centers of responsibility for the implementation of business processes, as a prototype of the company’s organizational structure; a brief description of the functions performed by the responsibility centers. After completing the organizational concept, the process map is created to provide a general view of the main processes of the company and allows to see what the company’s activities consist of, what is the structure of the chain of processes aimed at customer service. All further work on creating a process management system is aimed at deepening, detailing, and improving this vision.
The Organizational Issue of Compliance and Transparency in the Healthcare Provider
The CEO of the Healthcare Provider describes their main objective as standing for innovation and the quality of products and best solutions for their customers. Meanwhile, they strive to be the one and only company that outstands other similar organizations through fair business and law compliance. The latter, alongside the company’s integrity, is part of the organization’s structure and long-term strategy. According to the business owners, right now, the Healthcare Provider, including its structural businesses, is making everything possible for its customers to be sure that its activities are legal, and its policies are fair and crystal clear. Unfortunately, the company has come to this intensive approach in a hard way. Almost at the verge of the twenty-first century, it was not quite honest about how they were doing business with their foreign partners.
Corruption Scandal Involvement
Charges against the company were made when it became clear that it regularly paid bribes to customer representatives to obtain large contracts through purposefully created funds, the company’s employees distributed billions of euros to foreign officials who were responsible for making decisions on contracts. The case then was thoroughly investigated and severely punished, as many other foreign firms suspected of corruption. An anti-corruption expert accused the Healthcare Provider of bribing officials to obtain contracts for the supply of medical equipment. The organization had to pay a large fine to be able to get full responsibility for its actions and continue doing business. Unfortunately, it became more difficult due to the post-scandal atmosphere and negative attitudes from several partners.
Indeed, this corruption scandal caught the world community by surprise. Before that, the company’s reputation was exceptional, with its technological development and progressive strategies. For many years, the healthcare Provider was believed to do business according to high organizational standards of ethics and legislation. Since the end of the past century, it had established anti-corruption policies meant to bring transparency to the company’s activity to strictly follow the business guidelines and the code of conduct. However, the reality turned out to be completely different, which is even more surprising, considering the company becoming a corporate member of the non-governmental association that fights corruption in organizations and businesses around the globe. Thus, the Healthcare Provider had created an international corruption system to increase revenues and gain market share until they were finally caught and stated responsible.
The Root Cause of the Compliance and Transparency Issue and the Company Outcomes
Defining Compliance and Transparency
Before analyzing the underlying cause of the compliance issue, it is necessary to define compliance and transparency in the first place. Compliance is a set of initiatives aimed at preventing employees ‘ actions that contradict the law and implementing corporate business ethics based on the law. It allows redistributing information flows and management templates to minimize the risks to the company caused by employees’ and managers’ incorrect behavior. Compliance should not be confused with the company’s internal rules and regulations. The regime established in an organization that is mandatory for all its employees and managers is not what is meant by this term. The main essence of compliance is the company’s strict adherence to the standards established by legislative and regulatory authorities. In turn, transparency is the process of a company conducting open, honest business and not hiding its operations from customers and the public in general. In essence, compliance and transparency go hand in hand, as managing a transparent business means implementing a successful compliance program that helps establish the legal and ethical obligations of the company.
Having identified the issue and the operating terms, it is crucial to conduct a root cause analysis. What led to such a major scandal and, most importantly, why the company chose bribery as a course of action? The latter is an initial stage of the successful analysis called 5 Whys. This type of analysis starts from the first, most obvious question and then proceeds to the hidden, more substantive one that finally reveals the root of the investigated problem. Notably, even though the name of the analysis implies asking five questions, it might not necessarily precisely take this number of whys. There may be more or less, depending on how deep the cause of the issue is. Thus, the number is not as important as the questions themselves. In the case of the bribery scandal, it takes four to get to the root of the problem.
The first, most obvious question to address is Why the Healthcare Provider got involved in the scandal? The answer is also quite simple – bribes became a part of normal company practice. Why? The loopholes in legislation at the time made it easy. The law was written in a way that bribes could stand for tax-deductible expenses. After the legislation was changed, bribing officials finally became illegal. However, the provider continued their usual route of action as if nothing had changed. Why? The anti-corruption means existing only on paper. The company issued the guidelines saying it is prohibited to “offer or grant unjustified advantages to others in connection with business dealings” but continued doing exactly that. Why? Because the company did not establish a compliance culture that would be cultivated and maintained by proper training and carefully controlled. Thus, the lessons learned by the company in the scandal are just as valuable today. Creating a thorough anti-corruption strategy will not help fight the issue until this strategy is put into action, and the company assigns a compliance team that is trained and ready to take control.
Decision-making and Its Role in Organizational Mission
The models for decision-making are changing rapidly, depending on the external factors surrounding the issue. In the healthcare supply context, it is known that the overall stability of healthcare funding, governmental support, and market competition levels are the weak spots of the state administrative branch. Thus, the only way to remain relevant in the healthcare supply chain is to establish an agile framework of service introduction, which would be able to respond quickly to the field’s modifications. Moreover, it is of great importance to develop the skill of forecasting a potential outcome to secure minimum losses for both the enterprise and the customer. This is a crucial part of the overall mission of an organization – to analyze the market in terms of the external influencing factors and develop a strategy that will best serve the predicted outcome. Moreover, this must be supported not only by customer satisfaction but also by making employees interested and comfortable in the working environment.
The Healthcare Provider as a Learning Organization
Indeed, the company believes in liberty of opinions and high productivity of employees who are encouraged to work hard and enjoy the process of creation and innovative thinking. This approach is supported by the concept of a learning organization, which is a crucial part of the company’s workforce training and certification, and it is based on the concept of dynamic change, flexibility, adaptation, and meeting the current demand of the market environment. A learning organization supports its employees to achieve mastery in their field by providing study courses and individual trainings. Moreover, such an organization learns from the mistakes and weaknesses of other companies, borrowing their best practices, and implementing the working techniques. Organizational learning also implies the mindset of the life-long education that ensures constant maintenance and upgrading of knowledge throughout the career path, as well as leaving room for innovation and generating new ideas for the organization’s benefit. Finally, each member of a learning organization shares a common vision of the direction the company is aimed at. The employees have a shared goal and work as a team to achieve it in the long run.
The Healthcare Provider is the organization that owes everything to the people working in it, so they express gratitude to employees by providing them with training courses, interesting corporate life, and various bonuses for their commitment to the company. This is evident in the healthcare Provider being a learning organization that has created an open learning culture. Employees are free to share constructive criticism on the company’s activity, learn from the mistakes and strengths of other organizations, maintain continuous upgrade of their skills and knowledge, and keep the teamwork thriving to achieve a shared goal (Saadat, V. and Saadat, Z., 2016). Moreover, being a learning organization, the company has established a product-related training unit that brings together several programs to provide their employees with the best knowledge of the company operation on different levels. Thus, the company’s workforce is trained in-depth, leadership, compliance & transparency, decision-making skills, as well as practical problem-solving capabilities and group management abilities.
Single, Double, and Triple Loop Learning
Moreover, the success of a learning organization also depends on the phenomenon of single, double, and triple loop learning. The first one is the most basic and it implies directly following the rules. Single loop learning means adjusting in order to regulate an issue. Here the problem itself is not investigated to get to the root of the problem but merely solve it now. A good example within the Healthcare Provider organization is the direct calls to the compliance and transparency line, and the quick answers to questions such as “Can I accept customer invitation to a restaurant?” or to send an e-mail to the compliance officer asking if one can give a customer a gift. Such questions are answered immediately, and the subject is closed.
Double loop learning already entails more creativity and thinking in broader concepts. The rules are considered critically, and each decision is examined for the best possible outcome. The same examples given in the single loop learning can be considered for the double loop learning by transferring these issues to the committee responsible for revising the Code of Conduct and Best Practice Sharing to issue permanent Rules and Regulations. The triple loop learning involves thorough reflection on the ways to learn and obtain new information, meaning learning how to learn. This type of loop learning is considered the most complex and productive, as it helps organizations develop their own ways of corporate learning and leaves room for the critical thinking of the employees. Thus, it is recommended for any learning organization to implement it into their daily practice; however, each learning loop is of value for certain situations, so a company should be proactive and use different techniques to benefit the business.
Strategy and Learning Outcomes to Incorporate Transparency and Compliance
After encountering an international scandal and paying million-dollar fines, the company took action and started to build a new corporate culture that would imply effective compliance policies and complete transparency. Being registered as an independent branch company, it has adopted a compliance program that works for the company worldwide. The company has the legal organization responsible for the compliance program and responsive to the CEO of the company. It is obligated to regularly report to the managing and supervisory boards. Now, after years of incompetent behavior, the Healthcare Provider is a transparent organization that does not tolerate any form of bribery, violation of current anti-corruption laws, or data privacy rights. The company also ensures that the third parties cannot access their system or abuse their activity for money laundering. Of course, in the early 2000s, the company assured the world they implemented measures of the same nature, but today these promises are backed with some factual evidence.
Compliance System of the Company
The Healthcare Provider has implemented the compliance system that consists of three operation levels – prevent, detect, and respond. Prevention stands at the base of the compliance measures and includes informing, gaining knowledge, providing training, and establishing clear regulations valid for each employee. Detection implies a thorough revision of each business transaction with first analyzing the compliance risks, then investigating any hint of a law violation. If such is indeed detected, the response follows in the form of equal examination of the circumstances that might have caused the violation, making sure they are properly addressed then. The compliance system has the business conduct guidelines with established mandatory rules that address each employee and their commitment to its integrity. It includes intolerance to quality compromising, with respect to both product/service quality and quality of compliance strategy fulfillment. Moreover, the company has highly responsive channels for reporting misconduct from internal and external stakeholders to make sure that any reported issue is comprehended and addressed.
Ethical Approach of the Compliance Program
One of the major aspects of the compliance program and achieving transparency in business is the ethical approach. After the scandal, the Healthcare Provider was to learn from its mistakes and implement new strategies to reach successful learning outcomes. As mentioned above, the company created a compliance system that demanded special training of the employees for the system to operate efficiently. Thus, certain learning outcomes were expected to reflect the success of the training programs. For the company, the learning outcomes appeared in the form of intellectual skills of what compliance and its principles are; cognitive strategy, meaning how to think and organize work in a new, transparent way; obtained attitude of respect and responsibility to the company’s new direction, which includes ethics and fair business conduct. Considering the mistakes made by the company before, one might think that it is extremely profit-oriented, making the financial outcome a central goal of management. Although such a strategy has a right to exist in the segment, it is important to properly define the channels that would secure the profit without explicit deception and ethical violations as before. One of the significant aspects of running a successful business in the 21st century is the adherence to the relevant ethical principles, as they draw much public attention nowadays, becoming a decisive factor in customers’ decision-making process. Hence, the enterprises that violate ethical tendencies fail to satisfy their clients, putting at risk their overall business organizational strategy. Implementing an ethical approach into the company’s operation is extremely necessary, and the Healthcare Provider is still working hard on this continuous process of change towards fairness, ethical decision-making, and transparency.
Internal and External Environment Factors of SWOT Analysis Influencing Transparency and Compliance
Having identified where the Healthcare Provider stands on its way to transparency and compliance, it is necessary to analyze the factors affecting the current and further progress of the company in that direction. So, how to evaluate the compliance and transparency Process? And how to understand what works for the company and what does not work? Finally, what needs more development and planning for future operation? For all these questions we have conducted a SWOT analysis to assess the strengths, weaknesses, opportunities, and threats to the business.
Analyzing the strengths of the given company, its absolute advantage is the technology advancement and uniqueness of the equipment in the market and customer dedication. This factor is significant as it pushes the company to become more committed to their clients and do everything possible to maintain and, if necessary, regain their trust. Employees are also the company’s strong asset as they are the ones building its core values and creating corporate spirit if directed wisely by the top management. The next strength of the company is its fierce efforts to leave the corruption scandal behind and clear its reputation in spheres it was disrupted. If there was no doubt in the company’s product and service quality, the transparency issue did arise second thoughts in customers and business partners. The Healthcare Provider established the compliance system along with strict rules on controlling the system’s successful operation, along with the company’s commitment to the neoclassical organizational theory and flat management structure.
The main weakness to a certain extent is the impact of compliance and transparency as the company remains a profit-organization. Despite its considerable progress towards an ethical approach, it still lacks full transparency and compliance. Unfortunately, it is a universally accepted fact that business management should be based upon the principles of fair play, encouraging the competitive spirit among enterprises. However, due to high insecurity levels or a plain lack of ethical education, many companies begin to develop ploys against their competitors to make sure they will eventually be at advantage. Previously, such an approach was not welcomed yet acceptable by the community. Today, it has become a full-scale taboo due to the shift in people’s moral beliefs and values. The company indeed implemented strategies to fight bribery and specifically train employees to abide by the rules of anti-corruption policies. However, the Provider has a way to go in the direction of a fully transparent, law-abiding business. Moreover, the company has come to admit their mistakes after all and accepted full punishment from the responsible forces. It did not happen at once, as the company was in denial and did not want to accept the fact that their issues were taken to the public and judged. However, it takes reflection and courage to face full responsibility and grow from mistakes.
Identifying positive opportunities is crucial for creating a bigger picture and creating new ways of developing its compliance program. The point here is to turn the existing strengths into opportunities. Full transparency and fair, ethical business conduct prove to become an immense growing point for the Healthcare Provider which will lead to Re-gain End Customers trust and loyalty, exceed the financial expectations, targets and might lead for the Healthcare Provider to become a benchmark in the compliance topic.
Finally, the outside threat that the company may face concerns the extensive pressure to achieve financial and non-financial targets and keep the monopoly in the market with sometimes unethical marketing strategies. As a result, people begin to pay more attention to small and medium-sized enterprises, as they are easier to observe in terms of work culture and establishing communication with the clients of the organizational structure enterprise within the company.
As a result, the Healthcare Provider might lose market position and employees or give the chance for unprofessional other Healthcare Providers to access the market and damage the healthcare industry. Table 1 summarizes the SWOT analysis results and makes the optimistic projection for the company’s further development of its compliance program.
Table 1. SWOT analysis.
| || |
| || |
Summary of Findings and Lessons Learned
Overall, the example of the given Healthcare Provider illustrates how compliance neglecting leads to major failures in organizational work and reputation among customers and partners. To conduct a successful international business and be confident in the company’s future, it is essential to act based on the fair, transparent ground. Thus, to achieve that, a good compliance program must be established and put into action through careful planning. Compliance cannot exist only on paper; this is the most important lesson learned by the company the hard way. Bribery and violation of law will be discovered with time, but reputation is not easy to restore. The Healthcare Provider managed to survive the scandal and its consequences due to its high product compatibility and customer dedication. However, smaller companies might never restore the damages brought by policy neglecting.
Moreover, the company that is intended to stay on the market and gain recognition needs to create a business strategy based on production mechanization, effective decision-making in the flat organizational structure, and an ethical approach of management. The latter must include prioritizing people over revenue, supplying employees with resources to learn, grow, and enjoy the working process. This boosts creative thinking and innovation, which works for the company’s benefit better than punishment and suffocating restrictions. Employee satisfaction and productivity rises when their relationships with managers are based on trust and mutual respect. Organizational learning adds to that effect and makes employees establish successful teamwork that benefits all stakeholders. Thus, compliance is closely connected to the working environment and the company’s corporate culture.
By working on the present assignment, I intended to investigate the bribery scandal that the company got involved in. It was of great interest to me as I work for the Healthcare Provider to supply medical equipment for hospitals and clinics as will provide turnkey projects and healthcare consultations. Being an insider of a company in the field gives me both an advantage and a disadvantage in the sense I perceive the day-to-day operations. On the one hand, I know how the management team works and can speak about implementing organizational strategies from my own experience. However, this gives me a major disadvantage of being too integrated into my company’s business, which does not allow me to see the bigger picture of how the organization is structured and what it lacks. Therefore, this assignment was an opportunity for me to step back and analyze my company from a different angle.
At specific points of the research, I could apply my working experience and explain the phenomena in-depth. However, it also helped to pretend to be an independent examiner who can impartially assess the issues a medical supplying company can have on the example of the investigated Healthcare Provider. This also allowed me to learn about the compliance issue and admit that the company does have a place to grow and correct organizational mistakes. I gained more awareness of the company’s compliance system, and I believe it will be productive to discuss it in more detail and responsibility with employees. I believe this will give them insight into the issue, and they will be able to generate ideas on how to implement compliance into the everyday working routine. Overall, the research gave me an outer look at the compliance and transparency in the analyzed company and gave me food for thought in my profession.
Conclusion and Recommendations
Therefore, it is recommended for the organization under analysis (Healthcare Provider) to continue with the compliance and transparency course. The company still has a way to grow its ethical business conduct and be open with its customers and partners. Having the legal and compliance organization responsible for this issue, it is not all the company can do. The regulatory body should be improved for the employees’ benefit so that it does not lose its flat management structure. Based on other large companies’ experience, funding of the compliance program is usually enough. What companies lack most is a structured approach to implementing compliance, thus using financing wisely. Moreover, the Healthcare Provider needs to focus on employee satisfaction and growth even more than it does now instead of prioritizing revenues over people. The classical organizational theory does not fit into the modern world anymore, and employees must be considered the most valuable asset of any business.
David. A. and Andrzej, A.H. (2010) Organizational behavior. London: Pearson Education Limited.
Janssen, M., van der Voort, H., and Wahyudi, A. (2017) Factors influencing big data decision-making quality. Journal of Business Research, 70, 338-345.
Saadat, V. and Saadat, Z. (2016) ‘Organizational learning as a key role of organizational success’, Procedia-Social and Behavioral Sciences, 230, pp. 219-225. Web.