I.

Problem

I.I Main Problem:

The communication obstructions created by the lack of motivational stimulus present within a
workplace.
I.II Specific Problems:
1. Bizarre nature of the institution’s financial arrangement.
2. Complicated compensation structure of the institution.
3. Peculiarity of the administrative powers vested to officials of the organization.
4. Unacceptable stance of the members of the institution at the superior levels.
5. Personal connection between employees.
II. Objectives

1. To identify the causes and effects of having insufficient motivational stimulus/stimuli within a
workplace (in connection with McClelland’s drives, Herzberg’s two-factory theory, and Expectancy
Model of Motivation).
2. To associate the general effect of having communication gaps between the employees.
3. To determine the administrative powers that should be given to the officials of the organization.
4. To resolve the issues surrounding the employees with regards to the superiors’ working attitudes.
5. To ascertain the consequence of having personal connections between workers of the institution.
III. Alternative Course of Action
1. With regards to the possible outcomes of the relationship between the department heads (physicians
and those in the upper levels) and their subordinates, the must to formulate definite actions to
resolve any dilemmas that might affect the institution’s general functions.
2. The conception of well-defined administrative sanctions for those in positions.
IV. Areas of Consideration:
1.
1. The appropriate authority that should be vested to a personnel for a specific position.
2. The association of the institution’s employees.
V. Conclusions and Recommendations

Since there is no specified division of administrative control between the teaching hospital and
the medical school, and the clear involvement and participation of the medical school’s
professionals to hospital administration, there is a great chance that everything will be in favor for
those under the greater position. In this case, the physicians and other officials of the medical school
who has the power over administrative positions. It involves the drastic diffusion of salaries towards
those under the wing of Department Chairs. These are, more specifically the faculty of the medical
school. On the other hand, there is an extreme decrease of earnings for those under patient
services (non-clinical hospital personnel).
Moreover, it is clear that there is a perceptible result arising from the relationship between workers.
With regards to Dr. Robert Uric’s style, it is evident that being pleasant in the eyes of the public,
though there are rumors about the doctor, creates a stimuli to promote a good working relationship
between him on those under his wing.
 On the other hand, there are cases that those in position will act as prima donnas since everything is
in favor of them. This creates a gap between the employees. This is evidently the case of Dr. George
Conrad’s method. The doctor, according to his previous employer’s evaluation, is a person who is
exceptionally sharp-witted and a great devoted young man, but inflexible and to a certain extent
hardhearted. This creates an atmosphere of negativity among those under his team.
In connection with McClelland’s theories, different persons have different behaviors. He proposed
that a person needs to be classified under any of his proposals so that he can be motivated towards
a specific goal in his life. He stresses out three basic needs that a person might be in to:
1. nACH (need for achievement)
– those that are high on these are people who would be a better entrepreneurs but a lousy team
player
2. nPOW (need for power)
– people who are leaders but could be horrible “arm twisters” in some instances
3. nAFF (need for affiliation)
– persons who are better team players but lacks “self drive” to get a task done without any
supervision
It clearly illustrates that Dr. George Conrad belongs under nPOW category. He is a good leader but
fails to create a good working atmosphere because of him being ruthless in some ways. Whilst,
producing a negative output for the institution.
On the other hand, Dr. Conrad seems to be under nACH class. He is motivated to discovering more
things and undoubtedly loved by those who are under him because of the empathy he has been
showing to those inferior to him.
With regards to Frederick Irving Herzberg’s Two Factor Theory of job satisfaction (The Dual Structure
Theory), he proposed that people are manipulated by two groups of factors:

Motivator Factors
 Achievement
 Recognition
 Work Itself
 Responsibility
 Promotion
 Growth
Hygiene Factors
 Pay and Benefits
 Company Policy and Administration
 Relationships with co-workers
 Supervision
 Status
 Job Security
 Working Conditions
 Personal life
With the above mentioned factors, Herzberg offered some significant findings as an outcome of this
identification.
1. There are individuals who are dissatisfied by a poor environment. However, they are rarely made
satisfied by a good environment.
2. Encouragement of motivator satisfaction is important. This also goes with the prevention of
dissatisfaction.
3. It is indeed that hygiene factors function unaided of motivation factors. A person can be extremely
motivated whilst dissatisfied with his output.
4. The items under hygiene factors are uniformly significant, while their occurrence may differ
noticeably.
5. Every development that resulted from hygiene improvements, have short-term elimination or
prevention of dissatisfaction.
6. Hygiene needs lead to “What have you done for me lately?” syndrome. This is characterized to be
cyclical in nature, meaning it always comes back to a starting point.
7. Hygiene necessities have a soaring zero point and no answer.
Frederick Irving Herzberg’s Two Factor Theory has been successful to illustrate the atmosphere
created on the hospital setting. Dr. Robert Uric’s style in managing his team creates a good
environment, thus making every moment of his stay as the head of the renal unit to be fun and
enjoying to both parties. In contrast, Dr. George Conrad displays an extreme personality that creates
a negative aura, thus making his team too eschew him. Furthermore, this creates a damaging result
to not only the hospital’s reputation, but the medical school’s character as well.
In conformity with Expectancy or Instrumentality Model of Motivation, it is obviously noted to how
the personnel of the teaching hospital and the medical school acted. They work just to satisfy what
is necessary for their specific project/assignment.
There is a need for a worker or a professional to exert an effort to show their best to excel and to
receive rewards due to exceptional things done. This is in contrast to what had happened to the
hospital. It is because there has been an unacceptable change in their working environment (in this
scenario Dr. Uric and Dr. Conrad).
This setting creates a pessimistic result, thus damaging the hospital and the medical school.
VI. Action Plan

In order to execute the appropriate action needed to resolve the issues as mentioned in
the PROBLEM SECTION, it is indeed indispensable to know how every worker interacts with each
other. This will create a motivational stimulus necessary for a worker to function correctly. With the
in depth knowledge about the topic, there is a great chance that future dilemma will be avoided.
There is an immense possibility that any team who is well organized and is acting as a whole will
generate the best productivity ever possible for any institution.
With regards to the teaching hospital – medical school organization, it is essential that there is a
definite distribution of administrative power. This will ensure that everyone in the working area, it
could be the professionals like physicians, nurses, school department chair, or those who are
under non-clinical section of the teaching hospital, is given the chance to be rewarded to everything
that is done exceptionally good. It could be in the form of promotion or a raise in salary. In addition,
a perfectly made structure can create an ideal institution’s financial arrangement. And as a
consequence, this action can eliminate any bizarre issues that may arise to poor financial
management, thus creating a good image to both aspiring employees who wanted to excel in their
own fields.
There are still lots of actions that can be done to avoid any unconstructive and damaging scenarios.
Nevertheless, given the basic action plans above, there could be prodigious actions that can be
implemented to prevent such negative things to happen. Thus, it depends on the administration who
handles the institution to prevent such things to happen – how good they are in implementing such
rules.