PRESENTING BY

Group Name: Rainbow

Sl. No Intake ID No. Name

O1 18th 08 Md. Selim

02 18th 33 Anirudhho Rokho

03 14th 065 Sayema Sultana

04 19th 194 Fhamina Akter

05 19th 205 Md. Mahabub alam

Rony
 PRESENTED
BY

Anirudhho Rokho
 A large university medical school and teaching hospital has two
institutions, a state school and a state-supported hospital. There
was hostility and competition between the hospital and the
medical school as only one top official was common—the
provost. The most complicated and unstructured part of the
hospital and medical school was the financial part. The hospital
workers were the civil worker so they had a civil salary scale, but
the medical workers had no salary scale. Soothe medical workers
frequently used grant money to supplement the salaryscale.Dr.
Robert Uric, head of renal unit, was most popular by the hospital
workers with whom he worked. Although he was a source of
wonder and his staffs’ works were sincerely appreciated by the
patients and their families, but other faculty members found Uric
to be a constant source of embarrassment and discomfort.Dr.
Uric was a successful researcher in kidney transplant. He had
several federal grants from the National Institutes of Health to
pursue research on kidney transplantation
 The characteristic of his research was that, he began by solving
small, individual problems for specific patients and then
generalizing and publishing the solutions. When Uric invented a
new thing and offered it to the NIH, NIH officials refused to
accept his innovation. Then Uric offered it to a large nursery
supply manufacturer, and the firm named it flower Life. The story
broke in the newspaper, so Uric and his peculiarities were no
longer a private joke. As a result the faculty became concerned
about the reputation of the hospital, and Uric had been
dismissed from his position. Dr. George Conrad, who was the in
charge of the dialysis unit, was the idle person to assume the
responsibility for the renal unit by the executive committee. But
with the disposition of Dr. Uric, the structured work of the renal
unit was broken down. Though the executive committee
expected a period of adjustment, but the disruption of the
routine exceeds anything the members imagined. Finally to
handle the situation the executive committee decided to place
Dr. Uric as head of the renal unit.
 PRESENTED
BY

Md. Mahabub Alam

Rony
 Key point of the Case
Provost – the head of certain college dean.
Hostility- unfriendly behavior or aggressive feelings,
(there was open hostility between the medical school
& teaching hospital)
Supplement – A thing that added to something else
to improve its condition
Federal grants-fund provided by government
institution.
Key point of the Case
 Embarrassment- shy, awkward or guilty
feelings.
 Peculiarities- A strange or unusual
feature or habit.
 Transplantation- to take an organ from
part of the body and put it in to another.
 Disruption- difficulties to continue in a
normal way.
 PRESENTED

BY

Fhamina Akter
CASE ANALYSIS OF RENAL MEDICINE

Question in the case

1. Identify the barriers to communication in this
case, and describe their impact on the hospital’s
effectiveness.
These barriers to communication include differences in
language, cultural differences and low health literacy

-- Uninterrupted communication will bridge the gap

between patients and healthcare information.
--Communication is an important feature of patient safety
and quality of care.

--Effective communication is customary of care. The

patients’ rights and need for effective communication is
customary on healthcare organization. Effective
communication is understood by both persons. And it
typically operates in both directions-communications that
simplifies the message.
Language Barriers
The growing diversity of our nation brings
more healthcare providers and corporations
into contact with patients with different
language.
The language differences itself are the
leading obstacle to effective communication.
Further, physicians and hospital staff who
thought they were fully proficient in another
language adds to the problem because they
were not.
Cultural Barriers

 Cultural differences may become obstructions to

effective communication.

The cultural perceptions of health, sickness, and

medical care of patients and families may differ
with that of the clinicians or organization.

Another potential barrier to effective

communication and care is the cultural nuances in
verbal and nonverbal communication.
Health Literacy barriers

 People with poor literacy skills are specially

challenged by most health information.

Language and cultural barriers are linked with

low health literacy.

However, when a medical error is detected,

doctors discover their patients are functionally
illiterate.
 
 Communication between Health Care
Providers and Patients
 Effective interpersonal communication between
health care provider and patient is an important
element for improving patient satisfaction, treatment
compliance, and health outcomes.

Several studies conducted is developed countries

show strong positive health outcomes and improved
quality of care associated with effective
communication.
PRESENTED

BY
Sayema Sultana
 Q-2: Compare and contrast the two doctors’ styles
of management and the apparent reflections of
Theory X and Theory Y assumptions of each of
the doctors.
 

Ans: Comparing the two doctors’ management

activities and contrasting the apparent reflections of
Theory X and Y assumption of each of doctors’:
 
 Dr. Uric management style is more familiar with the assumption
of theory Y because of the following reason:-

 Dr. Uric was very much open minded & friendly to all.
 He is very much devoted to his work.
 He loves his work very much, he considered the hospital renal
unit as his home & child.
 He likes to keep a friendly relationship not only with his
subordinates & staff of the department but also the patients and
their family.
 He did not force his employees to do any work.
 He gives his staffs a lot of liberty in their work.
 He shared his grant monies with the hospital employees in his
unit & thus positively motivates his employees.
 Dr. uric serve patient form heart
 2. Dr. George Conrad management style under
assumption of Theory X:
Dr. George Conrad management style is more familiar with
the assumption of theory X because of the following reason:-
1. Dr Conrad does not want to maintain a close relationship
with his patients & subordinates.
2. He is very much professional & unfriendly as the only
relation with his staff is “work”.
3. He preferred to give pressure to the staff rather giving them
freedom & flexibility.
4. Because of autocratic behavior of Dr. Conrad, serious
personnel problem arises & it resulted in to high employee
turnover.
5. He does not give any emotional support to serious patients.
 
PRESENTED
BY

Md. Selim
At first I discussed McClelland’s drive. The
theories were developed by
David McClelland the following three basic
needs or drives within an individual:
Needs for achievement:
Those that are high on these are people who would be a
better entrepreneurs but a lousy team player

Need for affiliation:

persons who are better team players but lacks “self drive”
to get a task done without any supervision

Need for power:

People who are leaders but could be horrible “arm
twisters” in some instances
It clearly illustrates that Dr. George Conrad
belongs under need for power 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 need for achievement 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.
 The second motivational theories are developed by
Fredrick Herzberg .
•One set of factors, Herzberg called hygiene factor. These factors are
associated with the job context. The hygiene factors include –
•Salary: Enough payment salary to employees then employees are
motivated their work.
•Job security: every worker wanted to job security.
•Personal life: personal life then employees are fully attached to work.
•Status: All unit employees want to status, if we give status then they
motivated this work.
•Interpersonal relations: An interpersonal relationship is an association
between two or more people that may range from fleeting to enduring.

These factors do not give positive satisfaction but their absence will
cause dissatisfaction, and they cannot motivate an employee
•Herzberg describing the second set of factors as
motivating factors. They include-
Achievement
Recognition
Autonomy
Responsibility
Challenging work advancement
Growth in the job

Hygiene needs have an escalating zero point and no final

answer.
In this case study
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 to eschew him.
Furthermore, this creates a damaging result to not only the
hospital’s reputation, but the medical school’s character as
well.
• Expectancy Model: The third motivational
theories are related in this case is expectancy
model. Expectancy model was developed by
victor v. vroom. Vroom’s explain that motivation
is a product of three factors. This relationship is
stated in the following formula:
Valance*Expectancy*Instrumentality=Motivation
 Valence:- The value the individual places
on the rewards based on their needs, goals,
values and Sources of Motivation
 Expectancy is the belief that one's effort
will result in attainment of desired
performance goals
 Instrumentality is the belief that a person
will receive a reward if the performance
expectation is met
 In this case study

Valance: Dr. Uric are increase employees strength

then he gives he the many types of reward like salary,
status etc.
Expectancy: Dr. Uric are attached two unit into one
unit then all employees are self dependent in own
work.
Instrumentally: Dr. Robert are follow this model
perhaps Administrator and Dean are evaluate the
employees performance and reward them.
THANK YOU FOR SHARING TIME
QUESTION ARE WARMLY
WELCOME