Principles of Management Case Study - Management Assignment Help

Assignment Task 

Exit interviews were usually handled by junior managers on the HR team, but Amrita felt that given  the high rate of attrition among doctors at Krisna Hospital over the past year, it was her responsibility  as head of HR to talk to Dr. Vishnu Patel, a respected cardiologist who’d just given his notice.  “Everyone is always very polite in these interviews, but I need your honesty,” Amrita told him. Dr.  Patel shifted in his chair. “There are a host of reasons for my departure, many of which you can’t do  anything about. My family obligations, for example, and the demands in my own practice.” Most of  the physicians at Krisna saw patients in their private practices, but they also partnered with and  referred patients to the hospital for procedures that weren’t possible in an office setting. As the largest  multispecialty hospital in Noida, in the National Capital Region of India, Krisna provided secondary and  tertiary services in cardiology, orthopedics, neuroscience, oncology, renal care, and gastroenterology.  “Is there anything that would’ve made you stay? Anything in particular that made you decide to leave  now?” Amrita prodded. “There was that argument I had with a PCE,” Dr. Patel said after a pause. He  was referring to a relatively new position in the hospital: the patient care executive. Three years ago,  in response to patient complaints about not understanding doctors’ explanations about their  diagnoses and treatments, Krisna had introduced this liaison role. It was meant to be a win-win:  Patients and their families would get a better, more personalized hospital experience, and doctors  could spend less time managing patients and more time practicing medicine.  
 

The program fit well into the hospital’s brand as an expensive but high-quality care center with the  best talent, technologies, and services. Unfortunately, Amrita had heard grumbling from physicians  from the moment she’d hired the first PCE. Dr. Patel explained how the PCE assigned to one of his  more complicated cases—a patient who had bypass surgery and needed a pacemaker—had caused  the patient’s family to lose trust in him. “I don’t know what he said to them during the operation, but  from then on, they wanted to talk only with him and acted like I was an enemy. It was definitely the  PCE and the family against me.” “To make matters worse,” he continued, “he gave them  misinformation about the pacemaker, and when I tried to explain that he’d been wrong, they didn’t  believe me.” It was true that Krisna’s PCEs didn’t have medical training. Most had MBAs but only a few  years of experience in health care. And Dr. Patel wasn’t the first to complain about PCE interference  in the doctor-patient relationship. But thanks to higher customer-satisfaction scores, senior leaders  were happy with the PCEs. “Is the PCE program the reason you’re leaving us?” Amrita asked. Dr. Patel  reluctantly admitted that it was. “To be honest, it just makes the job that much harder. I already have  to answer to the patient, the patient’s family, and the administration. Now I also have to answer to  the PCE. It’s too many people to please. Why wouldn’t I prefer to work in a hospital that doesn’t  interfere in the same way?” Amrita didn’t have a good response, and she was pretty sure Dr. Patel  wasn’t expecting one. “Could we convince you to change your mind?” she asked instead. “Fire that  PCE. Actually, fire them all. And let us doctors do our jobs. Then maybe I’ll stay.” LEAVING IN DROVES  Later that day, Amrita sat down at a table in the hospital’s cafeteria with Meera Kumar, Krisna’s chief  medical officer. The two executives had worked together for nearly 20 years, and despite their hectic  schedules, they tried to meet for lunch each month

\Amrita was still thinking about her conversation with Dr. Patel and broached the issue of PCEs with  Meera. “I wish I could tell you that he is an anomaly,” Meera said, “but he’s not. Many of our doctors  are unhappy about the PCEs.” “Why didn’t you tell me this earlier?” Amrita asked. “I did. You said,  ‘Give it time.’” Amrita smiled sheepishly. Meera continued, “I know I’m biased because of my position,  but I agree with my physicians that the PCEs are unnecessary and, in a lot of cases, do more harm than  good. From the stories I hear, they seem inexperienced and intrusive. They understand the lingo, but  they don’t really understand medicines and treatments.” “That’s not fair,” Amrita said. “It’s not as if  they’re making medical decisions for patients. The doctors are still in complete control. The PCEs are  just helping patients better comprehend their options.” “That’s not what I hear,” Meera said. “A  doctor told me that a PCE talked one of his patients out of an important diagnostic test because she  was having panic attacks about the procedure. The doctor tried to explain that they could treat the  anxiety and that the test was critical, but the PCE wouldn’t budge.” Amrita took a breath, about to  speak. “I know what you’ll say,” Meera cut in. “‘That’s one bad apple.’ But I hear more stories like that  every day. This is why our doctors are leaving in droves.” The hospital’s attrition rate had been  between 20% and 25% for the past 18 months. It was true that because of the current doctor shortage  across India, many hospitals were fighting talent wars, but Krisna ranked among the worst on this  metric. And it was the only medical center to have the patient care executive role. Amrita was  beginning to wonder if they were ahead of the pack or venturing in the wrong direction. GOOD OR  BAD ATTRITION? A week later, Ghiridhar Iyer, Krisna’s CEO, called Amrita and Jai Srinivasan, the head  of patient services, to his office to discuss doctor turnover.

Answer the questions

1. Identify (giving justifications) the external environmental factors that predominately played dominant role in influencing the above mentioned situation.2. According to you what are the strengths and weakness of the organization?  
3. Suggest ways by which the situation can be dealt with. 
4. Identify and explain any one of the management principles that accordingly to you would  be useful in justify the your suggestion (s) as par question no. 3

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