Organizational structure: Effects on leadership decision making in two central Michigan hospitals

The purpose of this study was to describe the effects of organizational structure on strategic decision-making in two central Michigan hospitals. The study investigated the perception of relationships among hospital leaders. Research has shown that there is a strained relationship among hospital leaders. Both the external and economic forces have contributed to the high-tension interactions and strained relationship. This qualitative phenomenological research study used a structured interview process to collect data using eight open-ended questions. Leaders were asked to describe their lived experiences regarding the effects of present hospital structure on strategic decision-making processes. Ten hospital leaders (CEOs, CNOs, BoDs, and PMSs) and ten department heads (directors and managers) took part in the study.; The study revealed that organizational structure influences leadership involvement in strategic decision-making. The study identified some prominent emergent themes in the lived experiences and perceptions of hospital leaders and managers. The study examined the use of systems theory as a method for eliminating or reducing the effects of hospital structure on leadership decision-making in these two central Michigan hospitals. The six identified themes that could provide leaders with the effects of organizational structure on strategic decision-making are the silo practices, poor communication or information sharing, lack of trust and professional respect, diversity and professional training, lack of involvement and participation, and external and economic forces. One significant finding is the role of relationship in the strategic decision-making in the hospitals. The study revealed that the relationship among leaders affects their participation in strategic decision-making of the hospitals.