Organizational Behavior - Case Study Example

Indeed, all the medical staff report to the Chief Medical Officer and clinic administrator. Notably, all the medical staff and the management must have adequate training and knowledge on their responsibilities (Borkowski, 2011). As such, they performed according to their abilities and valued team work in achieving the goals of the clinic. However, late last year, the Chief Medical Officer and clinic administrator decided to implement changes in the clinic’s policies and practices without consulting the medical staff which led to adverse effects in the organization (Borkowski, 2011).

At the time, there were numerous delays and long wait list in the clinic subject to increasing number of patients, frequent problems with the machines in the theater, lack of administrative support, few numbers of medical staff, inefficient policies, poor IT support, and lack of space in the clinic as earlier noted by the medical staff. The Chief Medical Officer and clinic administrator opted to increase the working hours of the medical staff, introduce a universal method to assess the performance of the health providers, and changed policies as they sought to address the problems at the clinic.

Notably, the new working schedule did not solve the problems as the medical staff would work for long hours for no extra returns thus demotivating them. Moreover, the new policies contradicted with the professional ethics of the medical staff and thus they declined to adopt the new policies. In fact the management set the working in the clinic to be from 7:00-5:30 every day including weekends where every medical staff would work for atleast70 hours in a week. More so, the management used an informal method to communicate the changes to the medical staff.

As a result, lack of administrative support, communication, and motivation led to resignation of 2 nurses and 2 physicians thus crippling the operations of the facility. However, the clinic is slowly restoring its operations and efficiency after the clinic was put under new management. X And Y-Theories Styles of Management Douglas McGregor devised Theory X and Theory Y of management which assumes human nature and human behavior in management (Kopelman et al, 2008). Theory X assumes that work is undesirable, works avoid responsibility, money is the ultimate motivation to work, and creativity is exclusive to management (Mohamed & Mohamad, 2013).

The theory asserts that workers require forcible manipulation, resists change, control, and direction for them to achieve company objectives and workers avoid work at all costs. In this style of management, there is minimal delegation, centralized control and supervision (Mohamed & Mohamad, 2013). Indeed, the X-Theory assumes that the management’s role is to coerce and control employees. This theory applies in large organizations where X-Theory management is unavoidable (Mohamed & Mohamad, 2013).

On the other hand, we have the Y-Theory which assumes a positive view of human behavior where individuals are normally responsible, industrious, creative, and adopt self-control in their work (Mohamed & Mohamad, 2013). Indeed, this theory would have helped with provider retention in this case study. This is because theory Y encourages participative management where the management consults with the employees in making decisions and affords employees with a chance to control their working environment (Mohamed & Mo