The Teaching Hospital
1.Lack of proper Communication and Coordination in the workplace.
The inconsistencies between the operations occurred on a large scale between the two units (University medical School and teaching hospital) of this organization as well as on a smaller scale between the management and employees of each unit separately. From client’s description ineffective communication could be seen through different levels of the organization from administrators down to the clinic clerks.
The dual reporting relation ship also left employees in a situation of very divided responsibilities
2. Financial problems
Odd nature of the organization’s financial ...view middle of the document...
• Frequent use of grant money to supplement state salary scale (for instance used as non-money perquisites)
• The Custodial Model was used in this institution; there fore we did not see top productivity, motivation or desire to grow.
• As far as job satisfaction went, employees were happy as long as their financial needs were met, but they were unmotivated and unfulfilled.
• This model had been best viewed as the foundation for growth to the next step
• Dr. Uric head of the Renal Medical Unit was the only exception
• He chose The Supportive model within the renal Unit that depended on leader ship not power.
• He was a team player and his management orientation was to support the staff.
• Motivation was the driving force in this unit, which positively reinforced both job performance and job satisfaction.
• Dr. Uric created a pleasant work environment for the employees, which resulted in their growth and enhanced efficiency at work.
• He showed empathy to those who were inferior to him.
• He received several federal grants to do research, but his still shared his grants with his employees which made them feel like they were being both emotionally and financially supported
• He showed that he not only cared for his patients, but also for those who were working for him and that was despite all the rumors that were going around a bout him
• On the other hand during Dr. Conrad’s leadership period serious personnel problems arose in the dialysis unit, the number of absences and constant grievances about impossible working condition increased, and even some patients decided to discontinue their treatment at that facility.
• He chose an Autocratic Model that only encouraged micromanagement, Orientation was obedience to the boss, and the model was only appropriate for accomplishing work with moderate results.
• He never involved himself with the patients and subordinates.
• Even though he was an exceptionally sharp-witted and a great-devoted young man, he failed to create a pleasant work environment since he was being ruthless in some ways.
• His actions automatically decreased the level of job performance, employees were no longer satisfied, and worst of all he produced a negative out put for the unit (in fact there was no development)
• Hospital employees were civil service workers, paid by the State Government.
• All revenue generated for patient’s services had to be turned in to the State.
• Strictly regulated job classifications and wage scales, with no exception
• The Autocratic Model was used which was based on power and authority
• This model would work for accomplishing work with moderate results.
• Employee job satisfaction level was low due to it’s strict and intense nature
• It created a stagnation mode since there was lack of opportunity for growth, plus wages and benefits were offered at their lowest amount.
• Lack of motivation Stimuli for the employee’s could lead to poor performance in the...