Clinx Clinic’s Organizational Structure and Staffing

Organizational structure refers to established formal relationships among various units of an organization. The purpose is to ensure that organizations get their work done. This is made possible by having some subdivisions in form of division of labor, which bring coherence within the whole organization. In the structure, each job position relates with others in a parallel or hierarchical manner. All the jobs taken together form the structure, the shape and form of which have strong influence on the character or culture of the organization as a whole and the organization’s performance and effectiveness. Starting with how clear the structure is, the nature and structure of the organization can also affect people’s ability, effectiveness, or willingness to work effectively. When the structure is highly bureaucratic, it may be frustrating to workers due to lack of effectiveness (Cummings & Worley, 2008).

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Most structures in organizations are in hierarchical manner, with the top management at the apex, followed by middle management, followed by senior supervisors and then the workers. Other structures are horizontal in nature, which is also known as line management. This can have several managers in charge of various departments such as production, operation, marketing, finance, accounting, personnel working as line managers.

One distinct form of organizational structure is the entrepreneurial structure. This encompasses a centre of power (either a person or group) that is dominant in the organization. It is from this centre that power stems from. All decisions are made and all behaviors are a reflection of expectations of that centre of power. There are few collective decisions to be made and the CEO has direct links with the personal assistants and all other key departments (Pfeffer, 2010).

The bureaucratic form is characterized by a hierarchical authority, written rules and regulations that specify the exact nature of relationships among the personnel and the way in which tasks are carried out. The independent form of organizational structure provides a support system that enables various organizations to work independently with little coordination and control from a more superior organization. Good examples are consulting firms (Murray, Poole, & Jones, 2006, pp. 45-69).

Organizational Structure for My Clinic

Organizational Structure for My Clinic

Clinx will be structured in a bureaucratic manner, meaning that power and authority will be emanating from the Chief Executive Officer (CEO), then flow down the hierarchy to the junior levels. Consequently, the organization will have a ‘role culture’, which is prevalent in bureaucratic structures.

Staff types

As shown in the organizational structure, there are various types of staff to be included in the organization. They include medical and non medical staff. The medical staff will include people like pediatricians, pharmacists, radiologists, nurses, counselors and physicians. The non medical staff will include the human resources officer, financial officer, public relations officer, cleaners, cookers, messengers and a receptionist.

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Physician requirements

All the physicians and clinicians will have at least a first degree in their respective fields. They will also be required to have certificates of practice as well as registered with at least one professional association. They will also be required to uphold the core values of the organization which include honesty, professionalism, diligence, hard work, respect of human dignity and conservation of our environment.

General compensation

Compensation for staff will be based purely on employee qualification and input. All employees will be on contract basis ranging from three to ten years with possibility of extension based on performance.


Apart from the general compensations, the employees will enjoy other benefits such as payment for their social security schemes and health schemes. They will also be entitled to academic study leave. The organization will also provide scholarships for those members of staff who intend to further their studies. The scholarships will be awarded based on a criterion which would factor in the performance records of the employees.

Recruitment and retention practices

The organization will put up a robust recruitment plan which will put into account the organizational workforce needs. Each employee will be responsible for specific tasks and since the medical field does not have holidays or weekends, there will be a plan to have at least two people serving in a particular post so that one would work during the day and the other during the night. An audit will be done in every three months to determine the organizational staff needs and implement the necessary changes. Employees will also be subjected to performance appraisal so as to gauge their performance, levels of satisfaction with their job and the work environment as well as their input to the organization (Robbins, 1996).

In order to retain the employees, some incentives would be provided to them. Such incentives will include things like on-the- job training; frequent retreats to places of their choice as well as sponsorship of at least one of their family members to pursue a course in medicine. Employees will also be promoted based on their performance, expertise and dedication to their duties. Team work will be of paramount importance and that is why there is a team leader in each section of the organization as shown the organizational structure. Each team leader will be responsible for ensuring that employees work as a teams and also channel their grievances and suggestions on work improvement to the human resources department for action.


Cummings, T.G & Worley, C.G. (2008). Organization development and change. Farmington, MI: Cengage Learning.

Murray,P., Poole, D and Jones, G. (2006). Contemporary issues in Management and Organizational Behavior. Farmington Hills, MI: Cengage Learning. pp.45-69.

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Pfeffer, J. (2010). ‘Building sustainable organizations: The human factor’. Academy of Management Perspectives.

Robbins, S.P. (1996). Organizational behaviour: concepts, controversies, applications, (7th Ed.). Englewood Cliffs, NJ: Prentice-Hall.

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