The Teaching Hospital

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VI. EVALUATION OF ALTERNATIVES

As we look back on the problem statement that we insist on, again it is the question: “What should management do to have an efficient network of communication within the organizational structure? How can the hospital personnel be effectively motivated?” we have devised various alternative solution and all alternatives must be thoroughly evaluated, and we rate it with different criterion to be shown on a diagram later.

1. Evaluate the organizational structure and make policies to have an efficient communication

- With the current organizational structure, the Provost is unaware of the concerns and conflicts that occur on the lower level of the organization. Evidently, no upward (from the employees to the management) or lateral (between hospital and medical school) communication is present in the organization.

2. Medical school and hospital should be independent from each other

- Hospital and medical school should have separate heads which directly reports to the Provost. This way, communication gaps between the employees within the unit can be addressed properly by each head. Likewise, there will be horizontal communication between the heads.

3. Improving the working conditions of the hospital employees

- From the description “…with increased absences and constant grievances about impossible working conditions”, we know that the employees of the teaching hospital were dissatisfied with their working conditions. As Herzberg’s Two-Factor Model describes, working conditions is one of the hygiene factors, it will not motivate the people to work hard, but the absence of hygiene factors will arise complain problems. So the client should pay attention to improve the working conditions then the complain will disappear.

DECISION CRITERIA

Decision Criteria

Weight

Alternative A

Alternative B

Alternative C

Efficiency of the work

Increase employee motivation

Degree of Acceptance by workers

Ease of implementation

Weighted average

1

Table 1: Using a numerical rating of 1-3, 3 as the highest, we have come up with this table evaluation.

VII. RECOMMENDATIONS

After evaluating the decision criteria the group therefore recommends Alternative #1, that is: Evaluate the organizational structure and make policies to have an efficient communication. Because these leads to more advantageous improvement and development of the hospital and school.

An example of a policy is to create an effective communication by providing a horizontal communication structure that is evident for both the hospital and the medical school.

It decreases misunderstanding between departments working on the same project, thereby increasing efficiency and productivity. It may result in better implementation of top-level decisions because employees on lower levels are permitted to coordinate directly with each other in the implementation of the decision made at the top. Horizontal communication facilitates teamwork if a project requires tasks from different people or departments. It may also increase job satisfaction and motivation by creating more employee empowerment in communication.

Maximize the use of their organizational structure. Equal treatment and attention from the provost would transform the organizational structure to a more balance one, which in return, members of the organization would treat each other out of the fact that they need each other.

VII. CONTINGENCY

In the decision criteria, the second best appears to be the Alternative #2: Medical school and hospital should be independent from each other. Totally separate the medical school and the hospital and have separate heads for each. But then Provost should make the two branches under its authority equally appreciated and nurtured.

IX. OB CONCEPTS REFLECTED IN THIS CASE

DR. URIC

DR. CONRAD

Mclleland’s Motivational Drives

Achievement-motivated

- Achievement is more important than power or financial reward;

- Seek to improve the way of doing things

- Have greater personal satisfaction than receiving recognition

Power-motivated

- Need to be influential and make an impact;

- Strong need to lead people

- Motivated to increase personal status and recognition

Herzberg’s Two-factor Theory

Created an environment where everyone is having fun

Created a negative atmosphere in working environment

Model of Organizational Behavior

Participative management style

- Work is as natural as work and play;

- People has self-control and exercises imagination and creativity

Authoritarian management style

- People dislikes work;

- Avoid responsibility;

- Forced to work because of threat of punishment

Theory Y

- Encourage participation of staff

- Share rewards with others

Theory X

- Distant and detached

- Results-driven

- Unconcerned about staff