Name: Dr Gajendra Singh

Candidate ID: 0000046956

Centralization is the degree to which decision-making authority is concentrated at higher levels in an

organization. Dr Shekhawat is perfect example of this as many important decisions are made at higher levels of
the hierarchy.

Formalization is the extent to which an organization’s policies, procedures, job descriptions, and rules are
written and explicitly articulated. In case of Dr Shekhawat, DKH was having many written structures which
control employee behavior using written rules, so that employees have little autonomy to decide on a case-by-
case basis.

IN DKH, there were several layers of management between frontline employees and the top level, while flat
structures consist of only a few layers. Organizational structures differ in terms of departmentalization, which
is broadly categorized as either functional or divisional. The different elements making up organizational
structures in the form of formalization, centralization, number of levels in the hierarchy, and
departmentalization often coexist.

Dr Shekhawat is an extraordinary doctor, who endeavors for excellence in everything he is involved in. He was
competitive with everyone else in his profession, including himself to redefine the excellence level. He is revered
as a magician in his profession by both co-workers as well as his patients. All patients wanted to be treated by
him and everyone treats him as the ideal doctor image and compares every other doctor who works at DKH
with him. In fact, a lot of talented consultants and interns comes to DKH, mainly because of their aspirations to
work with him, the experience they can gain with him and the weight of that experience in their future jobs. He
indeed is a superstar doctor and is a magician in his trade.

But despite all these, after Dr Shekhawat moved in full time to DKH and took over as the head of the institution,
the tenure of the consultants and interns staying at DKH is constantly declining. Even some of his friends and
longtime co-workers left the institution. Fiedler’s contingency leadership theory suggests that, the group
effectiveness is the result of the interaction between leadership style and situational favorableness. leadership
effectiveness is the result of interaction between the style of the leader and the characteristics of the
environment in which leader works. In the case of Dr Shekhawat, we can easily identify that he is a task oriented
work master, and who expects everyone else to work just like him. He does not much emphasizes or pay
attention to his coworker’s aspirations, areas of interest or their familial and other personal commitments
outside work. In a factory environment or during an emergency, such leadership styles will work fine, as there,
clear division of tasks and assigning it to the first available, capable person determines the success of the whole
mission.
That is the primary reason why Dr Shekhawat, even though being admired as the epitome of excellence in urology,
is not a very successful leader. His organization is a very hierarchy oriented rigid structure, with Him being the
most powerful, with Dr. Rajput and Mr Reddy being next in power. Dr. Rajput, is a good mentor and accommodates
the concerns and suggestions of his subordinates, and hence being admired as a good leader in his department.
His departments attrition rate is much lower compared to Urology department, because of the level of compassion
and mutual trust they show with each other. It is a common word in the hospital that, “Shekhawat aur Reddy ki
marzi ki bina yahan patta bhi nahin chalta”.

This clearly shows that both Dr Shekhawat and Mr Reddy are very hierarchy oriented masters, and everyone else
will have to obey their orders without questioning. Dr Shekhawat also treats even experienced consultants who
are newly joining in his organisation as a fresher without any prior experience, and he allows only those whom he
feels that as capable, to even do minor surgeries. This shows that trust does not exist between him and his
subordinates, which, according to Fiedler’s theory, makes him a poor leader in such a highly intellect oriented
organizational situation. This is the primary reason for the high attrition from his department.