Case Study Analysis:
State Department of Health Organizational Debacle
V-504: Organizational Behavior in the Public Sector
July 18, 2014
This case study titled, “ State Department of Health Organizational Debacle” shows the major problems associated in organizational management behavior between Dr. Oputa and Dr. Ajiri. The case study clearly states both leadership styles, and the inconsistency of director has created a downfall with employees within the State Department of Health.
Dr. Oputa, the current executive director for the Indianapolis office, arrived two years ago and made several changes within the department. His organizational management style shows a workplace deviance behavior by using centralized management principles for restructuring and decentralized management principles for service delivery functions. Additionally, Dr. Oputa’s “Ethical Decision Making” has affected the workforce gender and age diversity within several areas of the department.
Dr. Oputa believes he has developed a smooth running operation and that is progress has lead to s sense of accomplishment under his leadership, but over the recent months the morale has decreased with the employees (Public Organizational Behavior Case Study). Dr. Ajiri who is the current “Director of Operations” has a different style of organizational management behavior. His organizational style shows a pragmatic characteristic, which falls under the “Organizational Citizenship Behavior,” by showing a voluntary responsibility with his employees and brings a positive approach to the organization (2013).
The problems in this case study stems from when Dr. Oputa arrived two years ago, he reorganized the State Health department into six divisions, and he centralized these departments. Most functions of the departments centralized were human resources and a few other functions like staff recruitment (Case Study…). Dr. Oputa brought along his own regional directors and allowed them to perform centralized duties, as in hiring and firing employees while the other directors were not allowed to do the same, which seems to be based on favoritism.
Dr. Oputa has a problem with staff recruitment and termination of certain employees. He has forced retirement for employees fifty-five years and older, removed women from all sectional head positions, and violated equal employment laws (U.S. Equal Employment Opportunity Commission). The employee’s morale is low, and they are mistreated and demoralized.
It is my belief that the cause of the downfall in the State Health Department is due to the difference of internal and external behaviors of the inconsistency of the management roles between Dr. Oputa and Dr. Ajuir (2013).
Dr. Oputa Management Behavior:
The issue with Dr. Oputa when he arrived two years ago he reorganized the State Health Department into six divisions and by centralizing these departments. Most functions of the department and a few other functions as in staff recruitment, which can be overwhelming, the fact he obviously cannot handle all of the functions he has under his management decisions are made at the top. Therefore, due to this “centralization” the directors were not prepared and/or willing to accept the sudden change.
Dr. Oputa brought along his own regional directors and has allowed them to perform centralized duties as hiring and firing employees, unlike other regional directors, which seems to be based on favoritism. This type of attitude has a “psychological tendency expressed by evaluating a particular entity with some degree of favor or disfavor” with the employees.
An additional fault in Dr. Oputa has forced retirement for employees fifty-five years old, which can be an age diversity issue and is also biased against women this forms a problem with gender and cultural diversity, bottom line he is unfriendly.
References: Public Organizational Behavior Case Study: State Health Department Organizational Debacle.
Mills, A. J., Eds, P. T., & Korabik, K. (1993). Gendering organizational analysis. Journal of Organizational Behavior, 14(7), 705-707. Retrieved from http://onlinelibrary.wiley.com/doi/10.1002/job.4030140711/abstract
Nelson, D. L., & Quick, J. C. (2013). Organizational behavior (8th ed.). Mason, OH: Cengage Learning.
Indiana Civil Rights Commission. (2010, December 7) What are my Rights.
Indiana State Health Department. http://www.state.in.us/isdh/
U.S. Equal Employment Opportunity Commission.
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