Organizational Theory and Structure in Action: Presenting Findings

Part I: Organizational Theory and Structure in Action: Presenting Findings

You are a healthcare consultant with a thriving practice working with Boston-area hospitals. Your expertise is in organizational design and organizational behavior. One of your clients, Gary Gottlieb, of Brigham and Women’s Hospital, has accepted your proposal to work with his organization on the opening of the Shapiro Cardiovascular Center.


In your consulting experience, you have found that reviewing the history of organizational theory helps management teams creatively approach the challenges they face. In addition, it is important to be able to analyze management’s contribution to organizational effectiveness and consider how strategy shapes organizational structure.


Create a slide presentation (20–30 slides), including presenter notes, for the Cardio Vascular Council (a senior executive team) that completes the following:


(Note: Use tables and/or diagrams where appropriate.)


Describe at least three of the most important contributions to organizational theory.

Explain how those contributions influence organizational structure, and summarize the most relevant learnings for the Shapiro Cardiovascular Center.

Describe unique aspects of organizational structure and the design of the physical space of Brigham Women’s Hospital (BWH) and Brigham Women’s Physician Organization (BWPO).

Analyze at least two ways management has been both effective and ineffective, and recommend at least three best practices that Brigham and Women’s management can refer to when working on other projects.

Identify at least four challenges (using organizational theories as a framework) that the Shapiro Cardiovascular Center is faced with in aligning strategy and organizational culture. Conclude with potential impact on key stakeholders.

Part II: Impact of Diversity and Cultural Competence on Organizational Culture

Gary Gottleib has asked you to present the introductory speech to kick off a 1-day workshop about cultural competence. The workshop is for the new middle management team at Shapiro Cardiovascular Center. Specifically, he has asked you to speak on the topic: “Fostering Diversity and Collaboration in the Dynamic Healthcare Environment.”


Record an introductory speech (4–7 minutes) to kick-off this workshop. Your speech should include:


An overview of the types of diversity that a major academic medical center faces, including BWH and BWPO

A description of the role and importance of cultural competency in the creation of the Shapiro Cardiovascular Center

An explanation of the effect of cultural competency on the overall culture of the organization

Concluding remarks with at least three recommendations specific to the role of middle managers for managing diversity in the healthcare environment

Part III: Influencing Organizational Culture

Dr. Gottlieb is concerned about the Shapiro Cardiovascular Center’s relationship with physicians. Physicians are concerned that their incomes will decline with the new practice model. As a result, Dr. Gottlieb believes that physicians will not be motivated to increase productivity. He’s asked for your help in preparing background information and key talking points for a discussion that he is planning with the most influential physicians who will practice at the Shapiro Cardiovascular Center.


In a report (4–6-pages) to Dr. Gottlieb:


Assess the culture of BWH and BWPO, with specific attention to the physicians.

Explain the implications of organizational culture for the Shapiro Cardiovascular Center, with regard to the new practice model.

Describe at least two barriers to change for the Shapiro Cardiovascular Center.

Use motivational theories to assess the situation involving the physicians, and explain how theories of motivation apply to the culture of the organization.

Recommend four potential action steps to improve motivation for the physicians that include at least one action step related to engaging support from board governance in the process change.