***** From this memo I need to make a Recommendation for a Persuasion Presentation for 1 of my suggestions and it needs to include :IntroductionBody of Presentation>Recommendation>Brief Preview su

  ***** From this memo I need to make a Recommendation for a Persuasion Presentation for 1 of my suggestions and it needs to include :


Body of Presentation


>Brief Preview supporting the Recommendation

>Discussion of the reasons supporting the recommendation

>Counter Argument and Rebuttal



Date: 2/23/2019

To: Senior supervisor, Alpha Hospital

From: Assistant supervisor

Subject: Problem Diagnosis memo


Alpha hospital is long-term care facility that focuses on optimizing positive patient outcomes. The facility has remained in operation for more than 20years since its inception. Over the past 17 years, the facility had managed to build a good reputation due to its prominence on quality care provision. Majorly, the hospital had managed to maintain the good reputation for itself due to good leadership. In the past years, the facility used to be headed by Mr. Goodwill who is the founder of the facility. Mr. Goodwill is an ambitious person, with inherent leadership skills. His brilliant leadership skills enabled him to establish a favorable business culture for both medical practitioners and patients. During the inception of the business, he introduced a philosophy that emphasized on making Alpha hospital, the hospital of choice. He had subsequently introduced various incentives to motivate employees to provide patient-centered services. He understood that the various incentives would help to improve employees job satisfaction levels, and they would subsequently focus on optimizing their effectiveness (Puccio & Murdock, 2010). 

The hospital operations started to experience challenges after Mr. Goodwill retired from active participation in running of the facility, and a new manager was hired. In a span of 2 years since Goodwill’s retirement, employee turnover cases, and patient complaints about ineffectiveness of care services had increased significantly. After a thorough scrutiny, the reasons behind the increased employee turnover cases, and patient complaints appeared to be because of employee job dissatisfaction. Therefore, this memo discusses the symptoms, causes, effects, and alternative remedies to the problem of medical staffs’ job dissatisfaction.

Symptoms of the problem

The symptoms of medical staffs’ job dissatisfaction started to manifest themselves after the organization’s management was changed. Since the time the organization management was changed, complaints from patients about ineffectiveness of the care offered to them increased significantly. Unfortunately, instead of trying to evaluate the reasons that could be causing the medical staffs to lower their job effectiveness, the new manager opts to fire the staffs, and hence the high turnover cases. Resignation of top talents have also been noticed in the recent years (Branham, 2012). These symptoms evidences that the medical staffs need to be motivated to enhance their effectiveness rather than being fired unconditionally, when patients complain about their ineffectiveness. 

Causes of the problem

After a thorough scrutiny of the medical practitioner turnover cases, and increased patient complaints, the major reason behind their increase appears to be low motivation and job dissatisfaction. (Eslami & Gharakhani, 2012). The new organization management introduced policies that are unfavorable to the medical workforce thereby discouraging them from exploiting their full potential. These policies increased employees working hours, some incentives such as overtimes were eliminated, and the medical workforce was no longer consulted during decision making. As a result, most of the medical practitioners felt discontented with the organization’s leadership and opted to resign.

The major reason behind the job dissatisfaction problem among the medical staffs appears to be because of poor leadership. The new manager introduced new human resource management policies without consulting the opinion of the human resources. He presumed that the previous incentives that were being utilized by Mr. Goodwill to motivate employees were wastage of resources, and therefore he disapproved most of them. Also, the new management introduced strict human resource management rules which led to firing of several medical staffs who violated them. Other top talents opted to resign voluntarily after finding it difficult to adhere to the rules, and policies. 

Effects of the problem

Due to this effect of underestimating the contribution of the medical staffs to the organization’s performance, Alpha hospital has been experiencing several patient complaints about ineffectiveness of the care services offered to them by the medical staffs. Employee turnover has also been on the rise as the hospital’s management tries to solve the increased patient complaints by firing the staffs who fail to attend to patient complaints accordingly. Top talents have also left the facility as they feel uncomfortable with the strict rules, and policies set by the new management (Gorenak & Kosir, 2012). It seems like the facility’s management is trying to maximize patient satisfaction by using inappropriate strategies. 

The new leadership style has also caused the morale of the medical staffs who opt to remain in the facility to decline. Instead of motivating the staffs to exploit their full potential, it appears like the hospitals’ management attempts to realize the set goals by intimidating its employees. Job dissatisfaction has caused the productivity of most of the employees left to diminish, resulting in undesirable patient outcomes. Subsequently, the quality of Alpha hospital services has declined causing potential patients to turn away from its services. 

Alternative remedies 

Though the problem has reached devastating levels, it can still be remedied through the inception of appropriate change. The first remedy to the problem is making the new manager understand that his policies are undermining the effectiveness of medical staffs, and thus change must be implemented with immediate effect. The manager should also be made to understand that he must change his leadership style for the organization to remain in operation (Ganz, 2010). This remedy will help in making the leader perceive the need of changing his leadership style and embrace the previous one. The disadvantage associated with this remedy is that the organization may be forced to sack the manager in case he remains resistant to change. 

The second remedy to the problem is informing employees that the organization has noticed their complaints and is working hard to ensure that they are resolved in the shortest time possible (Alvesson, 2013). This remedy will help the employees to regain trust with the organization, and thus there is a high probability that the turnover cases will reduce. The approach will however, take time for it to be effective

The third remedy that the organization should implement is showing action. The hospital can show its determination to solve the problem by consulting the medical staff to collect their opinions on how they wish the problem to be remedied. This approach is significant because it will help the organization perceive the challenges facing the workforce deeply (Gorenak & Kosir, 2012). The challenge with this approach however, is that the organizations may not be in a position to attend to all the workforce complaints. 


Alpha hospitals have been experiencing a high employee turnover, since the hospital experienced a transformation in leadership. This problem has caused the organization to lose more than 35% of its medical staffs since the time leadership style was changed. The turnover problem has also resulted in hiring of staffs with little practical experience, and hence patient satisfaction has been compromised. Most patients who visited the hospital rated it negatively, thereby discouraging other potential patients from opting its services. To overcome the problem, the hospital will have to change its leadership style by introducing policies that are favorable to the medical workforce.


Alvesson, M. (2013). Communication, power and organization (Vol. 72). Walter de Gruyter.

Branham, L. (2012). The 7 hidden reasons employees leave: How to recognize the subtle signs and act before it’s too late. Amacom.

Eslami, J., & Gharakhani, D. (2012). Organizational commitment and job satisfaction. ARPN Journal of Science and Technology, 2(2), 85-91.

Ganz, M. (2010). Leading change: Leadership, organization, and social movements. Handbook of leadership theory and practice, 19.

Gorenak, M., & Kosir, S. (2012). The importance of organizational values for organization. In Management, Knowledge and Learning International Conference (pp. 563-569).

Puccio, G. J., Mance, M., & Murdock, M. C. (2010). Creative leadership: Skills that drive change. Sage Publications.