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The array of managerial issues that the Multiple Sclerosis Research Center of New York faces is the result

of poor leadership from the institutions higher ups, particularly its head and founder, Dr. Saud Sadiq. Dr. Sadiq has developed a highly successful world-renowned research and treatment facility that has been able to greatly increase the medical communities knowledge of MS and has been able to provide an unrivaled level of care to its patients. Though the organization has a culture and managerial style that offers superior treatment to its patients and places them as its highest priority, the internal environment of the firm suffers from discrimination, profiling and micromanagement. These problems, which have undermined employees, destroyed relationships of trusts, impeded productivity and fostered feelings of frustration, discomfort, and stress among employees, are primarily the fault of the management styles applied by Dr. Sadiq and the resulting overall operating style of the organization. In order for the center to continue being successful in face of the growth that it has experience in the previous months and the rate of growth that it intends to have in the upcoming months, it must adjust its culture accordingly. The hands-on and highly involved approach that Dr. Sadiq has had in developing the organization has served him and his clients well but at the expense of his employees well being. His workaholic style and high expectations has fueled growth and success, but has created an intense and high-stress work environment that has been an overall detriment. Dr. Sadiq has micromanaged the MSRCNY, requiring a high percentage decisions (many trivial) to be made by him. Though this has ensured high quality, it slows operations and has undermined the employees. Creating an organization that values and demands face time between coworkers, long hours on site, and limited email and blackberry use from its employees, harbors an intimate and personable firm, yet cannot be sustained at higher levels of capacity. Dr. Sadiqs controlling management style cannot continued to be practice if the firm intends to grow. Policies must be put in place to delegate the duties of Dr. Sadiq to lower tiered managers. Although responsibilities are currently distributed, they are given without the authority to perform them. An example of this involves employees who are required to declare patients eligible for workers compensation. Though they are required to do heavy analysis of each patient, they are not granted permission to make a decision without Dr. Sadiqs input. The authority to perform these tasks must be dispensed to managers or small teams and removed from Dr. Sadiqs control. The growth the firm and Dr. Sadiq face is similar to Ann Taylor, the CEO of Enterprise Rent-a-Car, who was able to efficiently deal with growth and avoid employee and customer satisfaction by effectively delegating responsibilities and authority to branch managers. This course of action is comparable to the 7-S Model addressing an organizations structure. Giving each department divisional autonomy separate from Dr. Sadiq will promote productivity, functional expertise and heighten morale. Another solution addresses the internal atmosphere that has been described as uncomfortable, stressful and intimidating. It is apparent that Dr. Sadiq struggles to be self-aware and is unable to filter his behavior accordingly by self-monitoring. His comments that are harassing and demeaning in nature make clear that Dr. Sadiq is unaware of his employees discomfort and his own lack of emotional intelligence. His style of leadership impacts the norms employees follow and how they interact with eachother. Due to Dr. Sadiqs level and position at MSRCNY, an attempt to change his

style of management cannot come from above from superiors, but from below. This bottom up approach must be carried out by the HR department and lower employees, and cannot depend on a monetary reward or punishment system. Dr. Sadiqs unique position at MSRCNY (founder and leader), makes it very difficult for other to have an influence over his behavior and of the overall organization. His managing style and personality is embodied by how the organization operates and conducts itself. It must be made clear to Dr. Sadiq that his inappropriate comments are detrimental to a comfortable, productive environment that fosters beneficial communication. To make an effective change of culture and style within management while avoiding legal involvement such as a sexual harassment case(which would be an overall detriment despite its conveyance of constructive lessons) is not simple. Initiatives must be taken to curb Dr. Sadiqs behavior. Formal performance reviews and evaluations (which are non-existent at MSRNCY) would serve a dual purpose. In addition to providing employees with beneficial feedback, it would also give an opportunity for those who have felt uneasy about Dr. Sadiq to voice their complaints. Its imperative that these are private and anonymous in nature since many have already refrained from brining harassment complaints to Human Resources out of fear of being let go. If the HR department is unable or feels it is incapable of intervening and addressing Dr. Sadiq, a third unbiased party may be sought. Bringing in an outside observer and intervener whos expertise is in analyzing leadership styles, may be the only course of action in which Dr. Sadiq will respond to seriously.

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