Question

I.          Summary of the Case - Refer to the textbook page 467

This case shows the impact of two distinctively different styles of management. Dr. Robert Uric was the head of the Renal Medicine Unit at a large university medical school and teaching hospital. There was a steady undercurrent of hostility and competition between the hospital and the medical school. The physical plant, designed in the shape of an H, paralleled and accentuated the organizational structure. A large part of the problem was the unusual nature of the financial arrangements. The inconsistencies between the operations of the hospital and those of the medical school were highlighted by the integration of medical school faculty into hospital functions. Personnel from each side complained about the other side. One exception was Dr. Robert Uric, head of the renal unit. He was liked by the hospital employees with whom he worked. He was very involved with his patients and students. In one of his research studies on kidneys, he identified a fluid which would extend the life of a cut-stem flower. After it was rejected by NIH and the university, Uric sold the rights to a nursery, which started marketing the product successfully under the name Flower Life. NIH filed a suit and the university and Uric were involved in the controversy. The university decided to replace Uric with Dr. Conrad, who had a reputation for being hard-nosed, and put Uric in a less visible, newly created research chair in medicine. Under Conrad, serious problems arose in the dialysis unit; absenteeism, turnover, and grievances went up substantially. Patients were unhappy and the roster of residents for the service went down dramatically. Shocked by the realization of how bad the situation had become, the dean and the executive committee immediately placed Uric back as head of the renal unit; they began to analyze what had happened and what could be done to put the renal unit—and the hospital’s reputation—back together again.

II.        Questions - be sure to answer from multiple perspectives, not just top down or bottom up.

            1.         Identify the barriers to communication in this case, and describe their impact on the hospital’s effectiveness.

  

            2.         Compare and contrast the two doctors’ styles of management and the apparent reflections of Theory X and Theory Y assumptions of each of the doctors.

            3.         Relate various motivational theories, such as McClelland’s Drives, Herzberg’s Two-Factor Theory, and the Expectancy Model, to this case.

I need the answer of question number 3

Thanks

Answer 1

answer-

3-According to Frederick Herzberg theory on motivation, The Teaching Hospital should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through certain methods. For achieving the methods it should be considered on:

Job enlargement – workers being given a greater variety of tasks to perform (not necessarily more challenging) which should make the work more interesting. Like Dr. Uric in the case, he always cares for the patient, good management to staffs, and he shares his grant money to his units.  

Job enrichment - involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement. Without the involvement from staff as the case, Dr. Conrad’s approach was failure that made the 90 of the older employees were gone. So, it should be made everyone in the hospital involve for improve their work and lead the task properly.

Empowerment means delegating more power to employees to make their own decisions over areas of their working life. As in the case, Uric is the one who could manage the renal unit, therefore the last of decision of dean and executive committee placed Uric back as head of the renal unite to manage the job because he knew about the situation, what the need of hospital, patients and staffs.

From perspective of McClelland's Human Motivation Theory states that every person has one of three main driving motivators: the needs for achievement, affiliation, or power.the dr.uric can identify the needs of their staff and patient and provide them the sense of care or affiliation in the organization.

Vroom's expectancy theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.Dr, Uric can use his skills and knoweledge about patients and staff in the organization to motivate them and lead them to increase quality care.