Government Hospital : UAE - Assignment Example

?Running head: CASE STUDY PROPOSAL Case Study Proposal Government Hospital UAE [Pick the Case Study Proposal Leadership Decision Making The Organization The subject organization for the case study is the government hospital of UAE. This hospital serves patients from almost all the cities providing both outpatient and emergency services. The hospital has been operational for decades and is one of the most known basic healthcare facilities in the country. Important Persons Who Are in the Organization The five key employees that occupy the decision making positions in the hospital are: Mr. Amin ul Khayan, MD: He is the chief medical officer with most decision making powers. He is an Emirati national and has been associated with the organization since its inception. Mr. Richard Afate, MD: Richard is the chief executive officer of the establishment and his role is secondary after Dr. Amin. He is known to possess modern knowledge of management although his position was created recently. He has been with the hospital for 8 months. Mr. James Gaus, MD: James is the head of surgeries and emergency wards. He possesses an introvert personality and has no say in decision making. He is a caring person and takes his own work and profession seriously. He has been associated with the hospital for nearly two decades and his contribution is only towards development of medical practices and patients’ wellbeing. Mr. Omar bin Abdullah, MD: He is the head of quality assurance and facilities. His role is restricted to management of facilities and quality improvement initiatives in maintaining customer satisfaction and patient services. Mr. Zubar al Ain, MD: He is the head of research and development and has been associated with the hospital since its inception. His key responsibilities are related to research and development of diseases and new medical practices. Outside Environment The government wants to improve the current scenario at the facility, bringing it on par with western healthcare institutions. The patients prove to be the major stakeholders of the institution and they seem satisfied with the services. The hospital maintains minimum standards set by regulatory bodies and medical associations although the services provided by private medical institutions and western hospitals are far more efficient and courteous. The Problems and Need for Decisions The problem at the subject organization is not singular and could not be dealt with by a narrow approach. The whole institution has lagged behind in comparison to other hospitals not just in medical practices but also as an organization. Their management practices are abysmal, leaving the staff demotivated; inefficient processes and HR practices result in poor patient treatment, high attrition rates, and lack of skills in the prevailing human resources. The root of all these problems is that the leadership of the institute is satisfied with the current scenario and refuses to change the prevailing traditional practices. The hospital is crying out for modernization not only in the medical field and practices but also as an organization with professional management, concrete human resource practices, and talent management activities. In this scenario Mr. Richard must take a strong stance in coming days as he is the only one that can reach and convince government authorities and the board of directors to adopt modernization practices. He has been a new addition to the leadership team and past instances reveal that Mr. Amin would not support his initiative as he wants the traditional management practices to prevail. These practices allow him to take decisions on his own without consultation or say from any other senior member. Such practices have paved the way for a bureaucratic style of management. Modernization will define structures and standards for every process in addition to formalizing the human resource department with induction of bright and young management graduates and experienced professionals (Dye, 2010). The decision to stand up for modernization rests on the shoulders of Mr. Richard who has himself spent decades serving with western healthcare institutions. By adopting modern practices, an overwhelming change in efficiency and satisfaction of employees can be achieved. The dilemma to going against Mr. Amin can be devastating for both Mr. Richard and any other supporting personnel. Everyone at the hospital and government agencies know the bureaucratic style of leadership of Mr. Amin although no one can stand against him due to his contacts in government agencies and his prevailing social stature. A wise choice would be to convince Mr. Amin for modernization and make him an instrument for change. This change in the belief of Mr. Amin would take steady efforts and time along with activities that can enlighten and convince him to adopt modern practices (Dye, 2010). Although a harsh rejection upon such a proposal is apparent until his mindset develops. Mr. Richard in this scenario can play the waiting game and develop the mindset of Mr. Amin by including him in meaningful medical conversations and modern western medical conferences and discussions resulting in acceptability of modern practices. The second approach can be a proposal presented to Mr. Amin, although such an act can result in instant rejection with increased rivalry between the two individuals. The third approach is to convince the rest of the leadership team and government officials to start an endeavor of modernization with or without Mr. Amin. Questions 1 As a curious management student, what do you think is the most appropriate choice Mr. Richard should make? 2 What are the potential threats faced by Mr. Richard? References Dye, C. F. (2010). Leadership in healthcare: Essential values and skills. Health Administration Press. Read More