Assignment: Your Own Case : The one-pageproposal template is provided here:

THE TOPIC I HAVE PICKED IS : Conflict between front office and back staff when scheduling dental appointments; front office meaning front desk and receptionists and dental assistant and dental hygenist. Back story, Conflict between front desk staff (responsible for scheduling appointments) and back staff (dental assistants and hygienists) is a common issue in dental practices, often stemming from differences in priorities and communication breakdowns. A key source of conflict is front desk staff not scheduling enough time for appointments, which can lead to rushed procedures, patient dissatisfaction, and reduced quality of care.

(PLEASE WORK WITH THIS TEMPLATE BELOW) workplace name can be Advanced oral surgery founded in 2006 which is a oral surgeon and general dental practice

Write a case describing one of the problem at your workplace with three discussion questions at the end. Example see below:

---Real World Challenge---

[Title] How to help young professors to grow?

[Organization background] Founded in 1869, St. Cloud State is an award-winning regional public university where it prepares students for life, work and citizenship by exploring the world around them and making it better; and its employees value active and applied learning, community engagement, sustainability, and global and cultural understanding. It's a great place to work as an educator with the academic freedom and surrounded by passionate and engaged colleagues however a little bit struggle for young professors.

[Identify problems] With the overall environment that student enrollment keeps declining across the country and state, Herberger Business School (HBS) at SCSU was able to create new features and channels to attract different types of students and has been recruiting new faculty members continuously in the past 5 years. Dean Harris attributes the success to the great qualities of the each individual as well as the collaborative efforts of all the members at HBS. However,there seems to be a gap between new and senior faculty members and most collaborations happen among similar rank professors.

[Assign at least 3 questions for discussion] Do you see this as a potential threat to the growth of HBS, since the nature of the work is independent (e.g., course material is developed independently)? What should Dean Harris do to increase the organizational citizenship behaviors among professors from all different rankings? What culture will benefit the professors' productivities and students learning process the most?

[Identify related OB topics] Related topics: org culture, team process, individual difference

here is an example:

Real-World Challenge Case

Title:Transitioning to a Work from Home Culture

Organizational Background:Founded in 198X, DD is a family-owned, multi-channel retailer of tools and equipment for serious DIYers, small-to-large businesses, the US Military, non-profit organizations and other service industries that rely on "quality tools for serious work"(DD.com). In its 40 years, DD has grown to a $1B company with 116 retail locations across the United States. The company boasts a high retention rate and champions a healthy work/life balance.

Identify the Problems:DD prides itself on personal relationships. The traditional 8am - 5pm schedule is encouraged, as well as a one-hour lunch break. Departmental fire doors automatically close at 5pm, sending a friendly reminder that the workday is complete. These traditional values are highly respected among all employees but younger, more technology savvy employees at company headquarters desire more flexibility in their work environment. The modern competitive workplace offers more workers the ability to perform their tasks remotely or offers the opportunity to work from home when circumstances warrant it. DD leadership has resisted this change citing concerns of performance and supervision. Some corporate employees find the social nature of the office to be distracting and the requirement to use PTO to care for a sick family member, schedule an appointment for a home contractor or avoid travel during inclement weather creates frustration and a feeling that the company may be behind the times.

Questions for Discussion:

1. Is DD's stance on remote work likely to affect their ability to recruit and retain younger talent?
2. Is it in DD's best interest to begin developing the infrastructure to offer a remote work option or can they continue to operate under a more traditional work environment?
3. Should a situation arise where DD is forced to make the decision between keeping the company open for business by allowing remote work or halting operations, will DD be willing to do what's necessary to maintain business operations?
4. How can DD management be assured that a more flexible work environment continues to deliver results when supervision and performance are key concerns.
5. How would communication culture have to change to maintain an emphasis on personal relationships both internally and externally?

OB Topics:Organizational change, organizational culture, performance management, goal setting, motivation, leadership, team process, communication, problem solving.

ANOTHEER EXAMPLE:

---Real World Challenge---

Conflict between field-based vs. in-house team members of medical affairs team at AA.

[Organization background] AA is a medical device company divided into divisions with a management structure responsible for leading the successful development and commercialization of product portfolios in each division. In the interventional cardiology division, must like the rest of the divisions in AA, it has the sales and marketing team primarily responsible for the commercialization efforts and the medical affairs organization that provides the scientific support by providing interpretation of clinical data that serves as the proof-source for our promotional claims to assist with our customers'(physicians) decision making. It is an exciting and growing industry with strong competitors making up the market.

[Identify problems] One of the challenges AA faces is that the organization in attempts to support the rapid growth in its portfolio, there are many activities that a medical affairs organization needs to be able to support spanning from clinical trial enrollment management to clinical data story consultation to the commercial organization. However, the current challenge in the organization exists as the field-based medical affairs teams do not have the bandwidth, the interest, nor the competency to deep dive on disease-state related clinical data, thus not being respected by their physician customers or commercial team members. This is starting to be noticed by the management. Unfortunately, instead of putting more pressure on each of these team members and setting a new expectation that this is not acceptable, this behavior in a way has been enabled by having the in-house medical affairs team members serve as a support-like role in providing all the data interpretation, customer facing material, as well as the talk-tracks. This has led to a separation of roles that is perceived as not very fair by the folks in-house, as they are merely utilized as support staff when needed in addition to all the work they have to complete as part of their job description. In-addition, customer-facing events tend to be given more visibility across the organization, thus the supportive work is usually not highlighted and the field-based team members who are doing the delivery of the content receive more recognition (and compensation) which is leading to additional frustrations for the in-house team members that feel they are doing all the work to make this possible.

[Questions for discussion] First question is, as management, is this even a problem? Or is this just simply the distribution of roles and responsibilities that comes with being in a matrix-organization? If perceived as an issue, then what can leadership do differently to cultivate better collaboration without making one group of employees feel less valued and recognized than the other? How can they achieve a better balance in responsibilities and workload? How much of the responsibilities are on the employees themselves to bring change?

[Identify related OB topics] Organizational structure and culture, team collaboration and distribution of responsibilities, leadership and team management from communication of expectation perspective.