Essay Example on Memorial Hospital: Leadership Conflicts in a Growing Institution

Background Information

The case study presents Memorial hospital and the eminent leadership conflicts within the institution. The institution is composed of supervisors of various departments who have different mandates. All the supervisors are supposed to report directly to the engineering and maintenance manager (Borkowski, 2016). The engineering and maintenance manager is then expected to report to the director of environmental services. Due to the eminent growth and expansion within the hospital, numerous changes are observed (Gelfand, Aycan, Erez, & Leung, 2017).

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At the point of implementing changes within the organization, the director's environmental services learn that the supervisor for engineering and maintenance is against the implementation change. Therefore, the two members of the top management are opposed to each other such that whatever is decided by one is reversed by the other, thus creating confusion and lack of order within the organization (Borkowski, 2016). Such a scene portrays itself so severely that one could be made to believe that there are two managers within the same organization. As such, the morale of the employees is lowered, and they are unable to effectively carry out their daily activities (Gelfand, Aycan, Erez, & Leung, 2017).

Diversity Issues and their Impacts on the Case.

Although matters of race, color, gender orientation, age, national origin, religion, and disability do not appear conspicuously in this work, their presence would surely change the trajectory of this case. For instance, the leadership conflicts may have secondary problems, such as a lack of sense of direction of the employees (Borkowski, 2016). This could have a cumulative effect on the productivity and the overall performances of the employees.

Enthusiastic employees within the organization are always valuable assets. Lack of co-ordination among the top management makes the employees feel unmotivated, thus lowering their urge to excel. Poor management of the organization by the senior managers also leads to employee stress, thus making them hate their jobs. Such feelings cumulatively result in reduced productivity (Podsakoff, MacKenzie & Podsakoff, 2018).

Organizational Strengths and Weaknesses

The organization has several strengths. For instance, the availability of employees, room for corporate growth, and top management are strengths for the organization. However, the weaknesses within the organization include leadership conflicts as well as poor communication between and among the senior leadership and the various employees (Borkowski, 2016). The lack of agreement among the senior leadership discourages effectiveness in dealing with the employee. As such, the employees, in turn, feel demoralized, thus leading to reduced productivity.

Alternative and Resolution

The organization has a choice of ending the eminent leadership wrangles through convening workshops to train the top management on their fundamental roles and responsibilities within the organization. The organization should also promote dialogue among the senior officials geared towards improving communication and understanding (Borkowski, 2016). There should also be clearly defined roles for various stakeholders in the organization through organizing administrative workshops and seminars to minimize eminent duty-overlap by the leaders.

Evaluation

The effectiveness of the intervention would be seen in the improved productivity of the employees. There would also be improved communication among the top managers and the employees as well. The decline in leadership wrangles would be measured by the managers' ability to make independent orders without having to make opposing orders to each other (Gelfand, Aycan, Erez, & Leung, 2017). The strength of the leaders to carry out their stipulated roles would be a measure of the effectiveness of the various interventions.

References

Borkowski, N. (2016). Organizational behavior in health care. Jones & Bartlett Publishers.

Gelfand, M. J., Aycan, Z., Erez, M., & Leung, K. (2017). Cross-cultural industrial-organizational psychology and organizational behavior: A hundred-year journey. Journal of Applied Psychology, 102(3), 514.Retrieved from https://psycnet.apa.org/doi/10.1037/apl0000186

Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (Eds.). (2018). The Oxford handbook of organizational citizenship behavior. Oxford University Press.