Organizational Behaviour

Organizational Behaviour

Final Examination – 2016

Course Code: MBA 602
Course Title: Organizational Behaviour
Student ID:

1. Exam Conditions start NOW.
2. You are not supposed to use any material or other resources which has not been authorised for the exam. You are reminded that PLAGIARISM clause is in place as a part of assessment discipline.
3. For any referencing work refer to the Harvard referencing guide for assistance.
4. Start drafting answers in Electronic Answer Sheet provided to you.
5. Mention Correct Question and Sub Question Number for accurate correction. Once you are done with your examination, save the answer script as FIRST NAME_LAST NAME_STUDENT ID NO_DD_MM_YYYY & mail it as a normal email as an attachment [email protected]
6. Any submissions received after the due date will be charged AED 1000 as late submission penalty.
7. Plagiarised submission will not be accepted for correction and the student will be graded “0”
Part A : Descriptive Question(5 marks )

Q.Based on your understanding to the Organizational Behavior, do you find any correlation between Ethics and Organizational Behavior? If so, please elaborate your thoughts in few lines.

Part B :Case Study – H-Care – Paramedical Services

H-Care, a Health Care Services Company established in the UAE since 25 years providing the following:
1- Laboratory Services and Basic Medical Tests – Analysis and Culture (Blood, Urine, Stool)
2- ECG and Stress test
3- Physiotherapy
4- Diabetes Management
5- Senior Care
6- Polyclinic Medical Services and General Health for adults
H-Care occupies a very large spaces but only 60% of the space is used for the current operation.
With the competition and the growth of business and demand, H-Care starts losing market share because of its low quality of services comparing with competition.
The current structure is a simple a classic structure described as the following:
The CEO, the Medical Department for polyclinics, the Lab Department that includes ECG and Lab, the Special Care Department that includes Physio, Diabetes, Senior care, and the Administration Department that does all the other functions of administration, accounting, human resources, finance, etc . . . .
The Chief Executive Officer “CEO” of H-Care decides to:
1- Increase the quality of services by introducing the most advanced technics and using the E-Business as a tool to deliver results to patients, this should allow to have a historical medical track record of each patient something that, according to the CEO will retain the patients

2- Introducing new services by adding to the menu of services some of the lite plastic surgery interventions for Women and Men, that are the most demanded (Filling, Botox, Liposuction, Soft Skin Lifting and Stretching, Laser, etc), especially that the premises and available spaces allow to expand the menu and use these idle spaces
The CEO needs to brainstorm with the operating Team:
(i) the Chief Medical Officer “CMO” a 70 years’ doctor, with very high medical experience and successful track record leading a team of six doctors in different specialties

(ii) (ii) The Chief Lab Officer “CLO”, a young Lab Doctor leading a team of technicians working with H-Care for an average of 15 years’ time

(iii) the Chief Operating Officer “COO”, a senior Business Administration and Accounting specialist working with H-Care since its inception and leading a team of different employees handling, accounting and finance, administration, Human resources procurement and other functions.
The Chief Executive Officer is an Economist holding a Ph.D. In Economics and a Master Degree in Hospital Management carrying behind 20 years of experience in the field, constantly involved in research and development of the health care and hospital management field. The CEO succeeded to convince the BoD of his new Strategy, his Vision to the future of H-Care employing 12 Doctors, 20 Technicians and 5 other Staff members (CMO, CLO, COO included), the total number of staff being 38 including the CEO. They provide 12 hours’ services a day, 7 days a week, 365 days a year.
As a summary the company structure shows as the following:

Department Functions/Services Number of Employees Head
CEO Chief Executive 1 CEO
Medical Polyclinic Medical Services and General Health for adults 10 Doctors in different specialties CMO
Lab 1- Laboratory Services and Basic Medical Tests – Analysis and Culture (Blood, Urine, Stool)
2- ECG and Stress test 10 Technicians
1 Doctor
Medical Support 1- Physiotherapy
2- Diabetes Management
3- Senior Care 10 Technicians
1 Doctor —
Administration 1- Admin
2- Accounting
3- Finance
4- Human Resources
5- Procurement 5 Employees COO
Total Employed = 38

H-Care financial situation is always healthy meaning they are not suffering from Losses. The decline in the market share resulted in decline in the Net Return of Equity (NRE) from 25% to only 7%, which triggered the need to follow the market trends and make a serious change to increase the profitability.
Implementation is the most critical phase. The CEO being aware of his internal staff and the individuals’ behavior that could impact the entire organizational behavior, and being aware of the volume of change required for the implementation and the resistance to that change that might occur, he decided to hire a consultant in Organizational Behavior and Change Management.

You are the appointed Consultant, having the above described facts, you have the entire feasibility study and you want to start your mission.
1- Consultant vs Medical Doctors, serious challenge. Describe your personal opinion related to the current business of H-Care and the new goals and objectivesfrom a Marketing and Business Opportunity perspectives? Do you agree with the CEO development approach? Please explain your idea and or additional recommendations if any. What would be your road map to start your mission and deal with the initial problem solving to control and change the individuals’’ behavior and engage every one of the seniors ie CMO, CLO, COO? Please define the steps and describe your approach to apply each one. (16 marks )

2- What kind of internal structural and/or functional change would you propose to meet the objectives of the CEO? How these changes should be communicated internally (Internal Communication Strategy) to engage the stake holders enough and make the implementation successful? Please elaborate your ideas. (16 marks )

3- In your description of the structural change, you might need to create new jobs or to adapt some jobs to the new change requirements, things that my lead to develop new job and or modify the existing jobs. What would be your approach to make the Jobs as much as possible aligned with people expectations to ensure their positive attitude? Please elaborate each point you may consider. (16 marks )

4- As you may know, any change is naturally faced by resistance. the proposed change is faced by a severe resistance at all levels, and you are assigned to deal with the different expected forms of change. Describe each form of resistance that you will be expecting and how will you be dealing with the source of each of the identified forms? Please elaborate. What would be your tactics to overcome these challenges? What would be your approach to build the culture of change among the team? (16 marks )

5- By creating a certain level of satisfaction at the job level, you definitely expect results. Please define the outcomes of the job satisfaction and how would you measure these outcomes? (16 marks )

During your mission, you detect that the COO has an emotional behavior that might challenge the change process. You easily detected this behavior by specific findings such as emotionally fragile individual, less able to hide his increasingly obvious psychological, behavioral and physical distress, and it showed up in some combination of the symptoms such as persistent hopelessness, despair or sadness, Personality change: listlessness, withdrawal from activities and relationships, self-imposed isolation, avoidance of others, inability to listen or sit still, Deterioration of performance: missed deadlines, tardiness, absenteeism, low morale, missed key meetings, irritability, ineffective or inappropriate delegation of responsibility, undue sensitivity to criticism and performance feedback, Deterioration of appearance: weight gain or loss, poor grooming, disheveled appearance, Substance abuse: addiction to anti-anxiety drugs. Please explain what who you do to recuperate the COO and embark him in the change process? What would be your approach? Please explain in details.(5marks )
~end of examination~

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