From Hierarchical Organisation to Boundaryless Hospital Kampung Spirit and Collective Leadership Cheng Boon Koh David Dhevarajulu
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“A hospital was built in a kampung to serve the people. The patients were the employees and the staff was the managerial cadre.” “A boundaryless culture is an ideal that should not be compromised. The hospital, as a hospital kampung, should be able to serve as many people as possible, within the parameters of the hospital boundary.” In the kampung, people are “employees”. They are bound together in their relationship as employees, which is determined by the hospital management. They have a clear objective: to treat people. They have
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“A hierarchical organisation, where one person has absolute power over another, is bound to fail. That’s because, in a hierarchy, every action must have a “right” or an “authority” attached to it. It is a simple, but a fundamental of hierarchies: there can be no question of freedom. However, a boundaryless hierarchical organisation is different. In a boundaryless hierarchical organisation, an employee can work with other employees in a group or team without the need to show authoritative control. This kind of organisation fosters freedom,
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In hospitals, I encountered a hierarchical organization with clear authority and accountability structures. The doctor-patient relationship was the bedrock of it. It was hierarchically organized, with one specialist’s opinion and expertise deciding how many doctors’ reports and test results would follow. The decision had to be made fast, with little opportunity for discussion or negotiation, even with colleagues. Hospitals were full of people who were like-minded, who thought exactly the same way, and who carried out the same kind of work.
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Based on the material you provided about the topic, you have already begun with the and the research question. However, I think it would be helpful to expand your discussion about the implications of hierarchical organization for hospital culture, as you describe in your text, and how it contrasts with boundaryless hospital culture. Also, you could mention the impact of hierarchical structure on motivation, communication, and decision-making. Furthermore, you should elaborate on the key characteristics of boundaryless hospital culture and how it differs from hierarchical organizational culture. Can you add
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Based on the case study, I found it quite interesting to observe the Kampung Spirit in your organization. This is a refreshing contrast from the hierarchical system you have been working under. Kampung Spirit is a term used by your team members to describe the friendly and close-knit relationships that exist among the members of your community. In contrast, you are accustomed to having hierarchical structures that prioritize the needs of the upper management over those of your team members. The lack of a boundary between management and the people you are serving is also
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As a result of the implementation of my company’s initiative to create a boundaryless culture and hospital, a new and transformative working model was adopted. he said The team members began to work on projects in a cooperative way, sharing ideas and taking ownership of tasks. At the same time, the boss, who was the former CEO, took an active role in empowering and motivating his team. A boundaryless culture, where the boundaries between manager, employee and company do not exist, was fostered. It is a culture of mutual respect, trust, and
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A patient in a small Kampung hospital, named “Jung Fung Hospital” in Sabah, receives critical care. The medical team consists of nurses, doctors, pharmacists, nursing assistants, and secretaries. The team is organized hierarchically with the doctors on the top, nurses on the lower level, and the pharmacists on the lowest. I was the head nurse, and I had to handle all kinds of problems. Every day, I was challenged with issues related to the hospital
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“I recently had the honour to participate in the recent Hospital Kampung Spirits and Collective Leadership Summit held at Singapore Management University. I was thrilled to meet and learn from my colleagues at the Singapore Management University School of Medicine (SMUSOM) and to share our experiences and knowledge. At this event, we were challenged to imagine and build a unique collective leadership culture within our teams. We were encouraged to embrace the hospital’s philosophy and values, but to take it to a level beyond just adhering to the existing