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Abstract
Johnston Medical Care is deciding whether to select CareSource or Quest to produce ventricular
assist devices as a third-party vendor. CareSource follows a mechanistic organizational structure,
whereas Quest utilizes an organic design organizational structure. The organization construction
of Quest is a flat, flexible organization where all employees are free to share ideas. On the other
hand, CareSource is a strict hierarchical environment where top management makes most of the
decisions for the company and employee teams work in silos. Due to the changing technological
environment, Johnston Medical Care will likely select Quest as its vendor, as flexibility is critical
for an ever-changing technological environment.
Key Words: Organic, Mechanistic, Organizational Design
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Introduction
Johnston Medical Care is searching for a third-party vendor to produce its ventricular
assist devices as Loardi and Zanobini (2020) state that these pumps support the heart function of
individuals with weakened hearts. Johnston Medical Care is deciding between two companies to
manufacture these devices: CareSource and Quest. The analysis for this issue is to understand
the organizational design for CareSource and Quest to determine what company Johnston
Medical Devices should select to win its ventricular assist device production business.
Caresource is a mechanistic structured organization that believes in hierarchy and strict
procedures, and top management works to ensure procedures are mistake-free. Quest has an
organic design that promotes collaboration, flexibility, and a flat structure to enhance problem-
solving, promoting flexibility, collaboration, and proactive problem-solving. Johnston Control
Devices needs to consider both organizational structures as they could impact the success of their
overall product.
How would you describe the management processes within Caresource versus Quest?
Which seemed more effective? Why?
González-Zapatero et al. (2024) describe an organic organization with a flexible structure
and culture. The hallmark of this type of organization is that the structure is flat or close to flat,
allowing all employees to share information easily. Additionally, González-Zapatero et al.
(2024) mention that teams in this organizational structure communicate well and are proactive in
their partnerships. Daft (2021, p. 164) states that when companies face uncertainty, they tend to
become more organic to navigate the uncertainty. Moving to an organic structure enables
organizations to the external environment more easily. William, the brother in charge of Quest,
created an environment where differences between all employees were minimized, and the
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company focused on efficiency. Additionally, Quest had minimal management layers, operations
employees were cross-trained, and communication was expected. All of these factors make
Quest an organic organization.
Husain (2022) states that a mechanical organization is focused on accountability and
efficiency. This type of organization has clear roles and strict policies, and the focal point is to
meet the organization's goals. Daft (2021, p. 164) states that this system is most efficient when
the external environment is stable and more mature. Benjamin, the brother in charge of
CareSource, had a management structure with several layers between himself and his employees.
He only liked to talk to senior leaders and managers, and all changes needed to be approved by
his small circle of top managers. The organizational chart was fundamental to the organization,
as were written procedures and role descriptions. All these factors make Caresource a
mechanical organization.
González-Zapatero et al. (2024) state that in an ever-changing environment, an organic
organization is more effective than a mechanistic organization due to its flexibility. Concerning
Johnston Medical Care’s request for a new ventricular assist device, flexibility was required to
meet the project's tight deadlines and to understand Johnston’s designs. In fact, due to the open
communication between teams at Quest, they were able to catch a design flaw in Johnston’s
device. Quest seems to be the most effective organization in fulfilling Johnston Medical Care’s
needs in this environment.
Which organizational design (Caresource or Quest) is more appropriate for a competitive
and changing technological environment? Why?
Daft (2021, p. 164) describes the changing environment as external factors creating
audibles. The changing climate refers to complex situations and ever-changing events where
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quick and efficient decisions must be made. Organizations need a workforce that shares
information and partners in these environments and reacts quickly to new information.
Technical changes were introduced to both CareSource and Quest regarding creating a new
ventricular assist device for Johnston Medical Care.
Regarding this request from Johnston Medical Care, where a changing technological
environment was introduced, Quest's organic organizational design is more fitting to solve the
ask. For example, Quest's organizational design enabled them to catch Johnson Medical Care’s
flaws. Additionally, CareSource proved that its mechanical design did not meet the initial
timeline, whereas Quest could adapt and succeed due to its organizational design.
In your opinion, which firm should have won the complete contract—CareSource or
Quest? Which do you think will eventually be chosen to produce the ventricular device?
Explain.
In the case of deciding on the producer of ventricular assist devices for Johnston’s
Medical Care, based on the information provided, Quest should have won the complete contract
to produce the ventricular assist device. Quest, led by William, demonstrated a collaborative and
innovative approach to project management, emphasizing teamwork, open communication, and
proactive problem-solving. Quest's organic organizational structure allowed for efficient cross-
functional collaboration, quick adaptation to challenges, and a focus on employee empowerment.
The example of identifying and rectifying a design error in the prototype through open
communication and teamwork highlights Quest's effectiveness in meeting project requirements
effectively and efficiently.
Loardi and Zanobini (2020) state that the risks associated with a malfunctioning ventricle
device are strokes and surgical complications that could lead to death. On the other hand,
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CareSource, led by Benjamin, followed a more traditional, mechanistic approach with a top-
down management style, emphasizing efficiency and transparency. While Caresource's bid was
lower, their approach led to missed deadlines, defective units, and a less successful outcome than
Quest. Additionally, CareSource had already manufactured a faulty device as a result of their
engineers working in silos. A defective device put into a patient could result in a product
liability lawsuit. Antill and Grenadier (2023) state that a product liability lawsuit can lead to
significant costs for a defendant, which include litigation fees, loss of customers, loss of
reputation, and lost dollars in lawsuit damages.
Due to the considerable risks involved to Johnston Medical Care for product liability,
Johnston Medical will choose Quest to produce the ventricular assist device moving forward.
The ten percent cost reduction from CareSource is not worth the downside impacts, as evidenced
by Quest's superior performance in meeting deadlines, improving inspection quality, and
improving overall project management effectiveness. Proverbs 3:5-6 states, "Trust in the Lord
with all your heart and lean not on your understanding; in all your ways submit to him, and he
will make your paths straight (New International Bible, 1978/2011)." This verse encourages
everyone to trust in God when making important decisions, such as selecting a reliable partner
like Quest based on quality and performance.
Conclusion
The answers to the above questions highlight the influence that organizational design has
as a significant contributing factor to an organization's success. As the creation of a ventricular
assist device in support of Johnston Control Devices took place in an ever-changing
technological environment, flexibility, teamwork, speed, and preciseness were necessary. As
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References
Antill, S., & Grenadier, S. R. (2023). Financing the litigation arms race. Journal of Financial
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Daft, R. (2021). Organization Theory & Design (13th ed.). Cengage Learning.
González-Zapatero, C., González-Benito, J., Byung-Gak, S., & Lannelongue, G. (2024). Is
supply chain risk mitigation affected by organisational design? the roles of organic
structures and cultures. European Research on Management and Business Economics,
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