Flat Non-Hierarchical Organisation Structure– This is defined in CIPD (2025b) as less complex structure as it has less managerial scope with communication direct amongst the staff and employer. A participatory approach in decision making process is enhanced which allow staff input. Hence, an increased collaboration in executing their functions is attained, innovativeness, being open and committed.

Advantages and Disadvantages

With Kirsten leading the organisation, a flat structure is more relevant in Calmere House characterised with a smaller number of employees (42 only). By the frequent meetings facilitated, Kirsten has been in an appropriate position for enhancing scope of employees feeling highly valued. According to Childs (2020), their scope of commitment and appreciation is further boosted by ensuring employees are engaged in their recruitment.

Nevertheless, lack thereof of formalised policies lead to relying on informal strategies leading to inconsistencies and failure to comply. Since they have a direct report to Kirsten, the process followed to make decisions depend on how available she is leading to delayed relations. Another limitation is their less scalable as its family owned. This is linked with costs increase and investments in place, lacking formalised systems.

Appropriateness

The existence of flat structure is relevant in Calmere House as it is in alignment with ethos and individualised need for care and need to be empowered. According to Klyagin (2024), high-level trust relations are enhanced improving strength of employee’s engagement. Also, retention levels are increased with all residents satisfied.

Also, for Kirsten, they are in a position of maintain close-link relations with employees and lead to decisions a reflection of professional knowledge and demands of residents.

Hierarchical Bureaucratic Organisation Structure– This type of organisation structure is made up of many managerial layers with authority flowing from high to low levels. The making of decisions is core with policy-work and practices guiding their practice. According to Clure (2023), the relevance of the structure is facilitating how they are controlling, consistencies and standard practice specifically in such entities. Nevertheless, a flexible practice is lowered, decisions making constrained bridging a gap of the top leaders from staff and clients.

Advantages and Disadvantages under Chaffinch Group’s Ownership

A hierarchical structure with Chaffinch Group lead to a standard through an introduction of uniformed policy and activities in the entire care homes. This contribute to compliance issues and consistent practices core to manage larger entities.

For negatives, rigidity in this structure lower scope of staff autonomy. This is where Kath’s Autocratic style eliminating employees.
Autocratic characteristics

A dismissal of staff input is possible contributing to having them dissatisfied, disengaged and high-level turnover. This transition similarly lead to disruption of Calmere House developed cultural practice, replaced individual link with bureaucratic tendencies.

Also, albeit of this structure leading to accountable tendencies amongst many management levels, it is not appropriate for small (42 staff) organisation which prioritise on community driven initiatives for Calmare House environment management.

Appropriateness

A hierarchical structure is highly appropriate in Chaffinch Group since management multiple care homes demand standards set and controlling. An elaborate authority process assists in policy enforcement, performance monitoring and accountable financially in broad entities. According to Morales (2024), this grant Chaffinch is in alignment with Calmere House broad organisation objectives which prioritise consistency in delivering services and gaining Return on Investment in their entire portfolio.

1.2 Rational approach

Service Level Improvement by Chaffinch Group– In Calmere House, a major issue which can be noted is the reduced employee’s satisfaction specifically in regard to rooms customisation. The residents in the past were valuing capacity for customising decoration despite through Chaffinch Group, they have refurbished their looks eliminating personalisation. This negatively impact appealing nature of homes hence residential dissatisfied and departing which has a direct effect on occupancy levels and undermine goal to have all rooms full.

Rational Approach

By embracing rational approach, Chaffinch Group is in a position of managing the service quality under decline through systematically analysing, well-structured making of decision anchored on evidence. According to CIPD (2025), by embrace of SWOT models for identifying dissatisfaction causative factors, SMART objectives set, and entire alternatives evaluated. The outcome of this is ensuring Chaffinch approaches are in direct management of clients demands. According to Francis (2024), an appropriately structured process lower risks, quality of decisions made and aligning sustainable objectives.

Issue Analysis Summary

By embracing SWOT analysis tool, Chaffinch is best placed in assessing capabilities/strengths including finances and refurbishment capacity. Also, they put into account of the weak areas including issues with customised practice, leverage on opportunities. In line with CIPD (2022b), the analysis evidence major gap as evident in failure to address clients preference with a direct impact on how satisfied they are. This also influence ability of facilitating Chaffinch Group in formulating approaches evidence-based.

Objective Setting for Elaborate Goals

As recommended in CIPD (2022b), Chaffinch is supposed to initiate elaborate, measurable goals for restoration of how residents are satisfied and occupancies increased. A case example is setting approximately 12 months representing 90% for residents demanding customised rooms access ranked in good/excellent and in a timeline of 6 months attaining 95% occupancy. According to CIPD (2025a), the relevance of this is directing, aligning input in varying managerial scope and facilitating ability to track.

Evaluation of the Ideas Sourced

As part of evaluation is comparative of available solutions contrary to set criterion including costs, how feasible they are and influencing how residents are satisfied and aligning them with set goals. For example, the package for Décor could enhance balancing of standard and personalised practice with costs appropriately managed.

Nevertheless, a continuous-based feedback strategies would offer long-term alignment. According to Roberts (2023), an appropriately evaluation process lead to selected strategy being valuable to residents and organisation eliminating reactivity or impracticability of their approaches.

To pick Best Ones- Decisions Made

In line with the evaluation outcomes, Chaffinch ought to pursue solution-based practice giving optimum priority on benefit-costs ratio and strong alignment with what residents expect. A case example is introduction of décor packages choices anchored on well facilitated strategies give a well scaled practice which is individualised. In line with Hayes (2024), decision made is normally balancing operation efficiencies with resident-based care provision, address how dissatisfied they are while granting support to occupancies increase, sustainable financially and leveraging on competitive advantage.

Strategies Implemented

The process followed to pursue vertical and horizontal approach is relevant. In vertical approach, an elaborate communication process for the strategy is enhanced from top management to frontline employees for consistencies. In horizontal approach, Matthews (2024) highlight active collaboration in overall care, support of facilities and people management lead to a high buy-in secured. A capacity development intended for managing customised services and inclusion of residents to make core decision.

1.3 External factors negative and positive impacts

Negative Impact- Inflation Increase

A significant negative factor which can impact on the residential care sector is the increased inflation levels. This has a direct impact on increased operation cost. The inflation rates end up increasing pricing utility, food products, medical services and wage core for the residential care.

In line with Oner (2023), increased inflation negatively affect purchase parity pressuring organisations and households. The outcome of this is increase in costs incurred to get staff specifically considering labour is the most critical expense in care homes. Upon the increase in the interest rates, they manage inflation rates hence increased cost to borrow and constraining capacity for providers to invest with facility.

Considering Calmere house, Kristen is currently noted to have highlighted issues with the increasing employees and utilities costs. There are fears this could have negative impact to the care quality scope. Therefore, in line with Bank of England (2025) inflation lower how viable an organisation is risking scope of service quality, dissatisfied staff and immense residential costs.

Positive Impact Factor: Ageing Populations

In the context of residential care sector, the ageing population is a major issue wit positive impact. This enhance consistency for long-term based demands for care provision. In the findings from Office of National Statistics (2025), it is projected as at 2041, thee would be 1in 4 individuals of age more than 65 years hence a significant impact on demand for residents and respite care provision.

In line with CIPD (2023b) findings, demographic trends are core for employee and plan for services with appropriate effective adaptation to change in population for maintaining competitiveness.

Considering case of Calmere House, the evident trend is a characteristic of opportunity for rebuilding their residential base through custom-made service as preferred by the elderly including customised room space and care provision. For a long-term basis, this lead to maintenance of their strength for many years. Upon appropriate management, ageing population assists those offering care gain financial confidence with reinforcement of social-based.

1.4 Technology application

Technology meant for Improving Care for Patients

In regard to Chaffinch Group, they can initiate a smarter sensors

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