Evaluation of issues through the case study

This case study evaluates the issues faced by a CEO when changing from a state hospital to a large private hospital, including cultural differences and lack of team cohesion. The CEO faces difficulties in maintaining appropriate leadership styles for the South East Asian hospital, resulting in business issues. The presence of cultural trends and differences in opinion among the Board of Directors further complicates the situation. The case study suggests using attribution theory and Tuckman's principle to address these issues.

Evaluation of issues through
the case study

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Table of Contents
Issue statement............................................................................................................................................2
Evaluation of issues.....................................................................................................................................2
References...................................................................................................................................................4

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Issue statement
Changing the working position from state hospital to a large private hospital generates cultural
differences that affects the team cohesion among the staff members within the organization.
Evaluation of issues
The case study reveals that the CEO of a large private hospital Dr. Dias faces some issues with
employees of this firm. The issues have generated losses in the business procedure which
changes it from an overseas company to a local organization. The issues found are the cultural
differences and lack of team dynamics that has significantly affected the firm (Schnoor et al.,
2017). The issues aroused because Dr. Dias faced difficultly in maintaining the appropriate
leadership styles that should be suitable for the South East Asian hospital. According to the
selected case study, this is a private hospital whose principal office is located in India; therefore,
a cultural change in management is noticed. Presence of cultural trends has created cultural
differences among Dr. Dias and its employees that generated business issues.
Besides this, it is seen that the Board of Directors was appointed by the major shareholders those
who have different views in terms of the business. Hence, differences in opinion have created
issues for the CEO to change the shape of his leadership practices which could have been
advantageous for the hospital. Apart from this, the hospital was operated by multi-business
owner and owned by a powerful politician that also generated some problems for the CEO to run
the business properly considering his leadership styles. For all these features the cultural
differences have generated in the hospital which created challenges for the CEO to manage all
the business functions properly. In order to reduce this issue, attribution theory must be used by
the CEO for the execution of the management practices (Kabisch, Qureshi and Haase, 2015).
After the implementation of this theory in business practices Dr. Dias was able to understand the
nature of their employees by attributing their differences in values, opinions, perceptions, and
selective attention and stereotyped behaviors. Another issue is team cohesion that occurred due
to the presence of hierarchy structure in the management team (Hillebrandt and Barclay, 2017).
Due to this structure, Dr. Dias faced friction while interacting with employees, and thus it
disconnected him from subordinates. For this reason, team cohesion has affected the decision
making process and success rate of the hospital. The issue has affected the team dynamics and

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for reducing this Tuckman's principle should be used by Dr. Dias. With the help of team stages
of development such as forming, norming, storming, adjourning and norming the CEO can
reduce the issue in future (Kiweewa et al., 2018).

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References
Hillebrandt, A. and Barclay, L.J., 2017. Comparing integral and incidental emotions: Testing
insights from emotions as social information theory and attribution theory. Journal of Applied
Psychology, 102(5), p.732.
Kabisch, N., Qureshi, S. and Haase, D., 2015. Human-environment interactions in urban green
spaces—A systematic review of contemporary issues and prospects for future
research. Environmental Impact Assessment Review, 50, pp.25-34.
Kiweewa, J.M., Gilbride, D., Luke, M. and Clingerman, T., 2018. Tracking growth factors in
experiential training groups through Tuckman’s conceptual model. The Journal for Specialists in
Group Work, 43(3), pp.274-296.
Schnoor, J., Braehler, E., Ghanem, M. and Heyde, C.E., 2017. The impact of economic
rationalization, prioritization, and rationing on job satisfaction, motivation and team cohesion in
hospitals: a survey among retired physician executives in Germany. Patient safety in
surgery, 11(1), p.3.