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Organizational Theory and Resistance to Change
In this hospital case, the new manager came with rules that he hoped would change the way things were done. He came with a mindset that through strict administration, he would manage to keep the employees focused. His coming in was to replace a retired predecessor who had served there for thirty years. With such many years, the new manager thought the slackening performance at the rural hospital was due to the predecessor's inability to control the staff. This situation has cast his actions into doubt what he had in mind. The scenario shows the weaknesses of intolerant leadership.
Change theory
The new manager sought to apply change theory to address the issues that he thought were negatively affecting the hospital. Under the change theory, he thought that by having an overhaul of the whole system, he would bring positive progress. It backfired on him. In his new rules, he instituted that there ought to be a strict adherence to work schedules that were devoid of interruptions. His approach was that of zero tolerance to personal issues that might disrupt work. He, however, failed to realize that individuals have...
In the same vein, it is clear that whenever issues of mutual benefit happen to coincide; both parties are willing to deliver (Jones, 2010). In this case, the manager was pressing his demands that did not for once appeal to the employees. In such a situation, it is not possible to deliver freely.
Organizational Design Theory
The design of the business model ought to reflect on the needs of the clients and the objectives of the management. In this design, the management at the hospital chose to remodel the business to mirror the needs and satisfy clients at the expense of anyone else. It backfired due to lack of support to the new manager. A new manager needs to have time to learn the modes of operation in a company before introducing new rules. Where possible, it is important to have each of the parties play a role in determining the middle ground on which to operate. What was required of the new manager was to input some effort that would help him get in touch with the employees (Rogers, 2012). Where possible, there has to be a direct link between what the manager wants and what…
References
Browning, B. W. (2007). Leadership in Desperate Times: An Analysis of Endurance: Shackleton's Incredible Voyage through the Lens of Leadership Theory. Advances in Developing Human Resources vol. 9 no. 2 183-198
Jones, G. R. (2010). Organizational Theory: Text and Cases. Upper Saddle River, NJ: Prentice Hall.
Rogers, R. E. (2012). Organizational Theory. Boston: Allyn and Bacon.
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