This is evident in the fact that the staff called each other by their first names, and the doctors were called by their first names, except in the presence of patients. However there was a change in the organizational structure and this brought about a change in the culture in East Neasden Dietary department.
After the organizational change in the dietary department, the culture in East Neasden dietary department was more of an organizational structure containing line managers with overall executive authority. This new organizational culture provided a mechanism for control and command of the organization's performance "which had previously been dissipated among the clinical, administrative, nursing, paramedical and support groups responsible for delivering healthcare services." (Marlow, Nigel)
During the organizational changes in the East Neasden dietary department, the new management attempted to use Mcdonaldisation, which is a method of gearing an organization toward maximization. The setback of this method is that efficiency suffers, because workers would tend to be judged by how fast they work, and not by the quality of their work. The new management tried to achieve Calculability, Predictability and Control by eliminating emotion because it was felt that emotions cause inefficiency. The new leadership also wanted to be able to achieve Control and Predictability in the organization.
Inner change and Depth
Have the declared objectives of a system approach been met' Are there additional benefits' U should also have to consider the usefulness of a system approach as a tool for a practicing manager. In order for organizational change to become deeper institutional change, the inner dimension of the organization must be mapped.
The outcome of this mapping is often novel strategies for transformation. This inner, deeper dimension, however, to successfully lead to long term measurable and observable outcomes must be linked to the litany of the organization (its official self-image), the system of the organization (what it does, how it rewards, its subsystems) its worldview (its culture and the ideologies of stakeholders), and finally its unconscious myths. Thus the deeper story, or myth, guiding metaphor needs to link to its more superficial dimensions. (Inayatullah, Sohail from http://www.metafuture.org/Articles/from_organizational_institutional_change2.htm)
Control systems are designed to avoid misleading measurements, collect relevant information, and to distinguish between the levels of control in an organization. The rational technical model of strategic control suggests that if people are given enough information, they will be able to remedy the variance, based on trial and error. Political behavior "often develops before or during organizational change, when what is in the best interests of one group or subunit is perceived by another group to be counter to its best interests." (Klein 1976). It can therefore be said that ay major strategic change elicits overt political behavior and does require considerable political savvy by a strategist for it to become accepted by members of the organization undergoing change.
Marlow, Nigel. East Neasden: Efficiency in a unit of