BUS370 Texas A & M University Organizational Development & Change Questions Instructions: Please answer the questions below by writing your responses on ad

BUS370 Texas A & M University Organizational Development & Change Questions Instructions: Please answer the questions below by writing your responses on additional pages within this document.Your responses should insight fully and thoroughly address each question without introducing filler material or irrelevant or generic commentary about OD, organizations, hospitals, etc.Sufficient answers normally fall in the ½ to 1 page range (single-spaced), but some variance from these norms does occur. Please include the text of each question at the top of the page on which you begin your answer.Use additional pages as needed, but do not change the general formatting in this document (font, font size, etc.). Please begin your answer to each question on a new page. Please see the case file (link below) and additional instructions in the attached exam file (link below). Please note that this is an individual exam: you are not allowed to consult with anyone when working on it.You may only use your textbooks, readings, or my video lectures to help you with this.Do not use any web-based resources. **I have attached the exam.** **The archetypes attachment is for question 4 on the exam. ** **Read the Lincoln hospital article and answer the Midterm questions* Please read questions thoroughly. (type your name here)
MGTK 5368 Organizational Development and Change
Mid-term Examination
Summer 2019
Please remember that this exam must be completed individually without conferral with or assistance
from anyone else or use of any materials outside of those listed on the syllabus. Failure to follow this
rule constitutes an academic integrity violation and could result in course failure.
Instructions:
Please answer the questions below by writing your responses on additional pages within this document.
Your responses should insightfully and thoroughly address each question without introducing filler
material or irrelevant or generic commentary about OD, organizations, hospitals, etc. Sufficient answers
normally fall in the ½ to 1 page range (single-spaced), but some variance from these norms does occur.
Please include the text of each question at the top of the page on which you begin your answer. Use
additional pages as needed, but do not change the general formatting in this document (font, font size,
etc.). Please begin your answer to each question on a new page.
1. Explain how the open systems concept helps us understand the difficulty Lincoln Hospital is
facing (see figure on the next page). In particular, please indicate which two or three
elements of the Inputs and Design Components of the hospital seem to be contributing most
to the problems the hospital is experiencing, and explain how they do so. In other words, how
does the greater system produce or exacerbate the problems described in the case? You do
not have to do be familiar with the healthcare industry to answer this question effectively
(and if you are familiar with hospitals and healthcare, do not introduce a lot of extraneous
information or data in your response). Please keep the following things in mind as you
prepare your answer:
a. Do not speculate (i.e., don’t draw unwarranted inferences that are not grounded in
the data given in the case)
b. If you must make assumptions, please state them explicitly.
c. Do not make any recommendations about how to correct the problems the hospital is
experiencing.
2. (two parts) First, clearly define/explain how a managerial perspective and an organizational
development perspective are different from each other. Then, to illustrate the differences
between these two perspectives, describe how someone with each perspective might act to
address the problems in the Lincoln Hospital case. In other words, tell me what someone
operating from within a managerial perspective would do in the present situation at the
hospital, and then tell me what someone operating from an OD perspective would do. Please
keep the following in mind:
a. Do not mention specific individuals or roles, as in “the president should ___.”
b. Again, do not make recommendations about how to fix the situation. You should not
be telling me what YOU think ought to be done here.
3. Critique / comment on the data collection described in the Lincoln Hospital case. Did the OD
professional do a good job? How do you know? What data sources and data collection
methods were utilized? What other data sources might have been useful for diagnostic
purposes? Would a questionnaire / survey have been an appropriate thing to do in this case?
(Note: I mean “appropriate,” not “useful.”). Why or why not? If you think a survey could be
1
appropriate for some parties but not for others, be specific as to whom you are referring in
your answer.
4. Use one of the system archetypes described in the Fieldbook (summarized on p. 150, but the
section on archetypes begins on page 113) or in your supplemental systems readings to
represent one (1) of the core issues in the Lincoln Hospital case. In other words, use a picture
to show me what is going on at Lincoln Hospital and why things are not going well. Again,
note that you are only representing the issue as a system—you should not be making
recommendations about how to fix things, etc. You are free to make reasonable assumptions
and extrapolations beyond what is explicitly stated in the case, as long as you clearly state
when and how you are doing so. You must include a FULLY LABELED archetype diagram with
your answer: either hand-drawn or computer aided is OK, so long as it is clearly legible. There
is more than one possible correct answer here, so don’t feel like you’ve got to find the perfect
archetype to get this one right.
2
Lincoln Hospital: Third-Party Intervention.
(61.
Soon alter lhe election of a new chief ol
surgery, the president of Lincoln Hospiral
faced a crisis. Ljncoln, a 400-bed for-profit
hospital in the southwestern Unjted Stales,
was experiencjng severe problems in iIs operating room (OR). Iorty percenr o[ lhe OR
nu es bad quit du ng the previous cight
monlhs. Their replacemenls were significanlly
less experienced, especially in rhe specialry
areas. Fuathermore, nor all couid be replaced;
when the crisis camc to a head, lhe OR was
shon seven surgjcal nu$es.
Also, needcd equipmenl often was noi
available. On sevcral occasions, orlhopedic
surgeons had aheady begun surgery before
they realized the Decessary proslhesis (lor
example, an arlificiai hip, fingerjoint, or knee
joinl) was r’ro1 ready, or was rhc wrong sizc,
or had not evcD been ordered. Surgery t)ren
had 10 bc dclayed while equipmenl was borrowed lrom a neighboring hospital. Olhcr
serjous problems also plagued tbe OR. For
example, schcduling problems made ljle
extremely dilficult for everyonc invo)vcd.
Anesthcsiologisls olten were unavailablc
when they wcrc necdcd, and habirually lardy
surgeons delayed everyone schcduled alter
them. The nursing shortage exacerbated these
difricullics by requiring impossibly LrglL
scheduljng; cven when the doclors were
ready to begin, rhe scheduled nurses might
slill bc o(cunicd in one ol the olher operdring
rooms.
The surgeons wcre at odds among themselves.
Over 30 of them were widely regarded as
prima donnas who considered their own time
more valuable than anyone else’s and would
even crcate emergencies in orderto get “plime
time” OR slots-lor which, as ofren as nor,
Ihey were la1e. Worst oI all, however, the
doctors and nurses were vi ually at war.
Specifically, Don, lhe new chief of surgery,
was al war wjlh Mary, the veteran OR
,1.
,.r; a
,.
,,”
director; indeed, hc bad cainpaigned on a
promise ro get her fired.
Ljncoln’s president was faced wirh a diflicult
choice. On thc one hand, he needed to satisfy
the physicjans, who durilg the renure ol his
plrdr(r\,,r had becumr dr ( Uslomed lo get (ing
lheir way in personDelmattels by threalening
1() take their palients elsewhere. The rrarket
was, as lhe physicians knew, increasingly
compelitivc, and rhe hospjtal was also laced
wilh escalaling costs, changes in government
r,gulatiorrs. anJ slri(l Joint Commi5ioI u
Accredilation ol Hospitals standards. Could thc
presidenl afford lo aljenate the surgeons by
opposing their newly chosen represenlalivewho had a large practice ol his own?
On rhe othcr hand, could he afford 10 sacrilice
Mary? She bad been OR djrector for ll years,
and hc” was gcnerally satisfied wirh hcr. As hc
larer cxplained,
Mary is a tough lady, and she can be hard ro
gcl along wilh ar times. Shc also docsn’l
smile all thal much. )lur shc does a lol ol
lhings ight. She consislently stays wjlhin
ber budgcl ….
Fu
hermore, whereas DoD had long been an
outspoken c ric ol the hospital and was gen,
erally distrusted by jrs adminisrrators, Mary
was loyal, a suict constructionjsl who adhered
firmly to hospjaal policies and procedures:
She is supporlivc ol me, o{ dre hospital, and
ot olir inleresis. She docsnl lel the docrors
ger away wirh much. She has been an almosl
Iaultlcss employce lor years, in the sense
thal shc comes to work, gels the job done,
never complains, and docsn’t makc any
waves. I really donl understand lhe reason
Ior lhe recenl problcms.I trust her and wanl
to keep ber. h would be extremely dilficull
lo replace hcr-
The last poinl was a key one; a sister hospjlal
had spent almost three years unsuccessfu)ly
lrying to recruit an OR director.
.
+
a.,
li/
a
u
a
294
PART
I
Human Process lntetuentions
Afier talking with both nurses and doctors,
rain. … All we wanl is !o proville quality
Ihe presidenl dccided not to fire Mary. Instead.
he told bolh Mary and Don that thcy must
resolve their dilferences. They were ro begin
mecting righl away and keep on meeting,
however long it took, Lrnril rhey got rhe OR
straightcned oLrt.
palicnt care, and she aefuses to let us do thatShe doesn’t follow through on things.
The results wcre predictable. Neither party
wantcd to meet with thc othcr. Mary thought
the whole excrcise was pointless, and Don saw
iI as a power strugglc that he could nol ailord
rc bse. The president, who wanted an obscrver
l)rcsen(. LIror Trrr). the new eyeculive vice
prcsidcnt and chief opcrating ofliccr. Mary
didn’t know Terry very weLl so she asked that
hcr bo)!, lhc vrce l,rrcidcnt of l.rticnt scrvitc..
sit in. Don, who “didn’t rrLlsl either Mary or
her boss as far as he could th()w them,”
countercd with a requcsl for a second ol his
Own. llrc vicc 0rcsidcnr f,’r mrtlicrl :crricr;.
When the mecting [inally occurred, ir qLrickly
dcgencrated into a free-tor-all, as Don and
Mary exchanged accusa!k)ns, horly defendcd
themsclveS. anJ inrcl prcrcd any inlerv,’nliu >
by the thrcc “observers” as “taking siclcs.”
DIAGNOSIS
At lhis poin!, LilcoLn’s prcsiclcnl callcd mc. We
ncgoliated a psychological contracl, where the
president sllared the abovc historical infofmation, described thc problem as he saw ir, and
identitied his expecrarions ol me and lor dte
project. I, in turn, articulated my expectatbns of
the presideDt. We then agreed to take no stcps
until I had interviewcd both Don and Mary.
Ldter tllal dlernrx,n, Don expre-ced lti. :ngr.r
and lrustration with thc hospital adminisLration and, most of all, with Mary:
I don’t want Io have anything to do with rhis
lady. Shc is a ioLrsy manager. Her pcople
canl sknd to work rvirh her. We don’i have
ihe equipment of the sLrpplies rhar we nccd.
The turnover in lhe OR is ourrageous. The
besl nurses have qLrit, and lheir replacemedts
don’r’know enough to comc ilr out ol the
He particularly rcscnted Mary’s lack oi
deterence,
Mary’s behavior is so disgraceful it is almosr
laughable. She shows no respect whatsoever
for the physicians. .. . Shc rhinks shc can tcll
Lrs whai to do and order us around; and I am
nor going 1o put up wiih it any longer. When
I agr€ed to takc this job as chici ol surgery.
I promhed my colleagues tha! lwould clean
up the mess that has pLagued the OR for
years, I have a mandatr from them to do
wh.tever is nccessary to accomplish lha!,
The docs are sick and tired of being abused,
and I alll going to deal with this lady head
on. If we got rid of her, 95 pcrccnl of our
probLcms woLrld go away. Shc has just gone
t(x) far this time.
In his
cooler momenls, Don admitted that
Mary was only partly to blamc for thc OR’s
problems, but he still insisted she must be fired,
iI only to prove to thc doclors that thc hospital
administration was coocerned aboul those
problcms, and thal somclhing was b’cing donc.
Obseftation:
I
a’r always a bit suspicious
about thc ob.jectiviry of someonc who has
r
Purchase answer to see full
attachment

Don't use plagiarized sources. Get Your Custom Essay on
BUS370 Texas A & M University Organizational Development & Change Questions Instructions: Please answer the questions below by writing your responses on ad
Just from $13/Page
Order Essay
Homework On Time
Calculate the Price of your PAPER Now
Pages (550 words)
Approximate price: -

Why Choose Us

Top quality papers

We always make sure that writers follow all your instructions precisely. You can choose your academic level: high school, college/university or professional, and we will assign a writer who has a respective degree.

Professional academic writers

We have hired a team of professional writers experienced in academic and business writing. Most of them are native speakers and PhD holders able to take care of any assignment you need help with.

Free revisions

If you feel that we missed something, send the order for a free revision. You will have 10 days to send the order for revision after you receive the final paper. You can either do it on your own after signing in to your personal account or by contacting our support.

On-time delivery

All papers are always delivered on time. In case we need more time to master your paper, we may contact you regarding the deadline extension. In case you cannot provide us with more time, a 100% refund is guaranteed.

Original & confidential

We use several checkers to make sure that all papers you receive are plagiarism-free. Our editors carefully go through all in-text citations. We also promise full confidentiality in all our services.

24/7 Customer Support

Our support agents are available 24 hours a day 7 days a week and committed to providing you with the best customer experience. Get in touch whenever you need any assistance.

Try it now!

Calculate the price of your order

Total price:
$0.00

How it works?

Follow these simple steps to get your paper done

Place your order

Fill in the order form and provide all details of your assignment.

Proceed with the payment

Choose the payment system that suits you most.

Receive the final file

Once your paper is ready, we will email it to you.

Our Services

No need to work on your paper at night. Sleep tight, we will cover your back. We offer all kinds of writing services.

Essays

Essay Writing Service

You are welcome to choose your academic level and the type of your paper. Our academic experts will gladly help you with essays, case studies, research papers and other assignments.

Admissions

Admission help & business writing

You can be positive that we will be here 24/7 to help you get accepted to the Master’s program at the TOP-universities or help you get a well-paid position.

Reviews

Editing your paper

Our academic writers and editors will help you submit a well-structured and organized paper just on time. We will ensure that your final paper is of the highest quality and absolutely free of mistakes.

Reviews

Revising your paper

Our academic writers and editors will help you with unlimited number of revisions in case you need any customization of your academic papers