Organizational Planning and

Design Project

Title: Analyzing the context, structure, and

effectiveness of Fresenius Medical Care

Under the guidance of:

Ms Madhushree Nanda Agarwal

Prepared by: Group 5

Adarsh Ranjan Amisha Agarwal Arpit Mathur

18PGHR05 18PGHR12 18PGHR14

Palash Jhawar Ritu Surana Jivitesh Kumar

18PGHR35 18PGHR38 18PGHR59
 Acknowledgement
This project on analyzing the context, structure and effectiveness of Fresenius Medical Care has been a
great learning experience. It offered us an opportunity to put to use all that we had studied in our course
in organizational planning and design. It has been a very well coordinated group effort and it is very
important that we thank all people who supported us during the course of this project at the very outset.
To begin with we would like to thank Ms Madhushree Nanda Agarwal for her guidance and valuable
insights offered during the course of this project. Without her consistent support and help, this project
could never have seen the light of day. We would also like to thank Mr. Deepak Kumar, Mr. Pradeep
Ranjan and Mr. Ashish Sharma for taking time out from their busy schedule and helping us on the
project by providing relevant information about Fresenius Medical Care. We would also like to take this
opportunity to extend our gratitude to all friends who helped us throughout this project. Last but
certainly not the least, we would like to the Almighty for their blessings and kind
 Contents
Topic Page no

Introduction……………………………………………………………………………………………01

Methodology………………………………………………………………………………………......01

About Healthcare Industry in India.………………………………………………………...………...02

About Fresenius Medical Care………………………………………………………………………..03

Stakeholder Analysis………………………………………………………………………………….04

Balanced Score Card…………………………………………………………………………………..06

Organization Structure at Fresenius Medical Care India……………………………………………...07

Working of matrix organization………………………………………………………………………09

Advantages of matrix structure at Fresenius Medical Care India………………………………….…10

Disadvantages of matrix structure at Fresenius Medical Care India………………………………….10

Organizational Culture Assessment Instrument (OCAI)……………………………………………...11

Course of action for Fresenius Medical Care India……………………………………………….......14

References…………………………………………………………………………………………….15

Appendices……………………………………………………………………………………………16
Introduction
This project focuses on analyzing the context, structure, and effectiveness of Fresenius Medical Care that
follows a matrix structure. It looks at the various businesses – products business and provider business of
Fresenius Medical Care. The project involves identifying the stakeholders for the company and the
critical goals for the organization. We have analyzed the extent to which Fresenius Medical Care has been
able to meet its critical goals and found out the root cause for the goals which could not be met. We have
focused on not just the organizational structure but the softer elements of the organization such as
organizational culture as well. Our final recommendation is in the form of an action plan which can help
Fresenius Medical Care bridge the performance gap with respect to its critical goals.

Methodology
This project was executed in three broad stages – Exploratory stage, Analytical stage and
Recommendation stage – in no particular order. These stages had some intersection between them in the
way of functioning and we had to move to and fro several times across the different stages to arrive at the
final recommendations of the project.

In the first stage, we conducted an exploratory research. We studied about the company i.e. Fresenius
Medical Care. Next we moved a step upward in the value chain and studied the medical services industry
pertaining specially to dialysis service and renal medical care equipment industry. This process again had
two parts to it- primary research and secondary research. We started with secondary research by gathering
information about Fresenius Medical Care from various sources (see reference section of the report). We
read about the company, its business environment and gathered documents which would be helpful in
later stages of our project. The kind of data collected during secondary research included the financial
performance data, organizational data including organizational structure, HR policies, customer profile
and other operational parameters of Fresenius Medical Care. Having studied the information collected
from secondary research, we moved on to the next process in exploratory research stage – primary
research. For the purpose of primary research, our team reached out to our alumni working with Fresenius
Medical Care. We arranged for a total of five meetings over a course of two months from February 2019
to March 2019 with Mr Deepak Kumar from the HR department at Fresenius Medical Care for further
clarity regarding the functioning of the company, its organizational structure and its HR policies. Initially
the meetings were mostly around gaining a basic understanding of the business processes, as the project
progressed we had some very specific queries, which were resolved by discussion in the meetings held
towards the end of the project.

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In the second stage – the analytical stage, we have analyzed the global performance of Fresenius Medical
Care and performed stakeholder analysis. After identifying the principal stakeholders, we understood the
expectations of each of the stakeholders which helped us in identifying the critical goals for the company
at a global level. After identifying the critical goals, we analyzed if Fresenius Medical Care was able to
meet all of its critical goals or not. Having performed this activity, we found out the performance gaps for
Fresenius Medical Care. We listed all the performance gaps identified in the previous step and we
analyzed each of them sequentially to figure out the root cause for each problem. We then narrowed down
on the issues which could be addressed by organizational design intervention. As required by this project,
we looked at the dimensions which were having a matrix structure in the organization and looked at its
operational efficiency which was imperative for the next step of the project.

We also analyzed the culture of the organization using organizational culture assessment instrument
(OCAI) and found out the gaps with respect to the culture of the organization which must be bridged to
deliver superior business results.

In the third stage i.e. the concluding stage of our project we drafted an action plan to address the issues
identified in stage two of the project. This action plan has been presented as a sequence of steps which
may be implemented by Fresenius Medical Care by way of organizational design intervention and cultural
changes to address the issues their business has been facing so far in a given time frame. It must be noted
here that the recommendations made in this project has been made in consultation with some employees
from Fresenius Medical Care and considering the existing business environment, these may not hold good
if there is any radical change in the business environment of Fresenius Medical Care.

About Healthcare Industry in India

The sector is set to reach $280 billion by 2020 and expenditure is likely to grow at a CAGR of 17 percent
over 2011-2020. The growth of the sector is at a remarkable pace especially in coverage, services and
increasing expenditure by people and private hospitals. There is a greater scope for increasing healthcare
services penetration in India, this gives an opportunity for expansion of the healthcare sector. A change in
age demographics and rising incomes, improvement in health awareness, increase in life-related ailments,
rising penetration of health insurance and increasing opportunities from medical tourism will propel
demand for healthcare facilities in India. Hospitals of the future are build focusing on high class care
delivery, Artificial Intelligence and enter in the world of digital technology. The government is looking
forward to make India as a global healthcare hub, for which they reduced excise and customs duty and
exemption in the services tax. The healthcare market functions mainly through five segments which
include Hospitals, Medical Equipment and Supplies, Medical Insurance, Pharmaceutical and Diagnostics.

2
The Hospitals includes Government hospitals and Private hospitals, in which private hospitals contributed
almost 74 per cent of the country’s total healthcare expenditure. Healthcare sector is expected to record a
Compound Annual Growth Rate (CAGR) of 35 per cent by 2022 from 2014. The total market size is
forecasted to touch $372 billion by 2022. These figures shows that the Healthcare sector is
unquestionably one of the uppermost potential sectors and its scale and size enhance the prospects for
further enhancing healthcare services penetration in the country. The private hospitals accounts for
approximately 80% of the country's total healthcare market. The private hospitals has focused on higher
value offerings as the private sector's share in hospitals alone is estimated at 74 per cent while its share of
hospital beds is estimated at 40 per cent. The hospital industry in India stood at $61.79 billion in 2017 and
is expected to increase at a CAGR of 16-17 per cent to reach $132.84 billion by 2023. Also, developing
country like India has a competitive advantage in Medical tourism as compared to the developed
countries and constitutes a very attractive destination for foreign patients which has given rise in medical
tourism in India. The treatment for key surgeries in India cost around 20 percent of that in developed
countries and India also attracts medical tourists from developing nations due to lack of advanced medical
facilities in many of these countries. The government is encouraging the entry of International patients in
India by providing special medical visas and other initiatives to facilitate medical tourism in the country.
The Indian medical tourism industry is expected to reach $6 billion by 2018 registering a CAGR of 18.92
per cent for the period 2014-18. Medical devices market size, valued at $4 billion in 2016 and it is
expected to reach $11 billion by 2022, on the back of declining cost of medical services and rising
geriatric population.

About Fresenius Medical Care

Fresenius Medical Care is a German company specializing in the production of medical supplies,
primarily to facilitate or aid renal dialysis. It is 30% owned by the health care company Fresenius.
Fresenius Medical Care operates more than 40 production sites on all continents.[citation needed] Its
largest plants in terms of production output are in the U.S. (Ogden, Utah, and Concord, California),
Germany (Schweinfurt and St. Wendel), and Japan (Buzen). These plants are categorized as large and
small with 25 large facilities and 15 small ones worldwide which cater to local demand for dialysis
products. On 30 October 2006, the manufacturing facility (Fresenius Hemocare) in Redmond,
Washington was shut down. Fresenius Hemocare has stopped going by the name Fresenius Hemocare and
now goes by the name Fresenius-Kabi LLC. The closing of one of two entities inside of Hemocare
allowed for the name change and takes Hemocare from the Medical Care group to the Kabi group

3
Stakeholder Analysis
Company name: Reviewer name: Date of analysis:
Fresenius Medical Care Group 5 PGHR 13 March 2019
Brief description of the project: The project involves performing stakeholder analysis, identification
of critical goals, analyzing organization’s ability to meet these goals, identifying dimensions of matrix
structure in the organization, problems associated with the matrix structure, interaction with respective
employees and proposing a solution to address the issues identified during the project.
Stakeholder Interests/Expectation Importance
Investors Better returns (+) High
Customers Good quality products (+) High
Employees Good work environment High
Competitive pay (+)

4
Detailed stakeholder’s analysis:

1. Investors: The most critical goals for investors of Fresenius Medical care pertain to its financial
performance. We carried out a detailed analysis of the urology medical equipment and services
industry using ACE analyzer and found that the industry is growing at a rapid pace and we can be
assured of sustainable growth for foreseeable future in India. The financials of Fresenius Medical
Care over the last six years.

Thus as we can see from the table above, There has been a consistent increase in PAT (profit after
tax) and Net Worth of the company which ensures that shareholder’s wealth is growing with the
company. So we can infer that Fresenius Medical Care is able to meet critical goals of its
shareholders.
2. Customers: Fresenius Medical Care is the world’s largest manufacturer of urology equipment
and renal care services. Fresenius Medical Care India Pvt Ltd was established in 2006 and within
a span of merely 13 years it has become one of the biggest players in this space. Its sales have
increased 30 percent and as of 2019 it controls more than one third of the total renal care medical
device and service market. Such a huge market share in a short span of just 13 years reflects a
satisfied customer base. Thus we can infer that Fresenius Medical Care is able to meet its critical
goals with respect to customers.
3. Employees: Fresenius Medical Care India is a closely knit organization of about 600 to 700
employees. The employees are encouraged to take up new innovative projects and leadership is
committed towards promoting an innovation driven culture in the company.

5
Balanced Score card for Fresenius Medical Care India
1. Customers

Objectives
Provide high quality products and services
Deliver optimal medical and professional practices for life
Hallmarks of our relations with our patients
Indicators
Response rate: Fresenius offers renal care service to a patient every 0.7 seconds
Fresenius medical care is the world’s largest provider of renal care equipment and services
with collaboration with all major hospital chains in the world.
Fresenius medical care India has captured more than one-third of total market share in just 13
years of its operation which testifies the customer satisfaction with its services and products

2. Shareholders

Objectives
Ensure sustainable growth of profits and net worth
Be among the market leaders in the industry
Maintain competitive edge in the market position
Indicators
Fresenius Medical Care India has registered growth in PAT and Net Worth for six consecutive
years in a row which posits its strong position in the renal care market in India
Fresenius Medical Care India has acquired more than one-third of total market share in the
renal care equipment and services industry in a short span of its Indian operations
Fresenius Medical Care (FMC) is dedicated to innovation and regularly launches new products.
It has a renewed focus on Indian market because of its superior performance and India’s
growing medical tourism. FMC has launched numerous products over the past decade every
year over the last decade. The most recent products are 4008A and 4008S dialysis machines

6
 3. Internal Processes

Objectives
Be an innovative company with state of the art products
Maintain R&D focus on technological and clinical edge to provide optimal patient care
Indicators
The number of patents have become 1.5 times in 5 years from 5560 in 2013 to 8396 in 2019
The number of R&D employees have also become 1.5 times from 552 to 825 in 5 years

4. Learning and development

Objectives
Focus of building in-house talent
Equip existing human capital with the latest technology
Indicators
Individual development programs followed for high potential performers
Increased subscription to company sponsored training programs for development of employees

Organization structure at Fresenius Medical Care India

In this section we will carry out the contextual analysis of Fresenius Medical Care India. Organization
structure of any organization depends on the business context. Therefore, before analyzing the
organizational structure, let us analyze the contextual variables affecting it.

1. Business Environment: The organization manufactures renal care devices for patients suffering
from urological problems and also provides renal care services such as dialysis. It serves the
patients through hospitals who are the primary customers for Fresenius Medical Care India. It
operates under two broad verticals – products business and provider’s business. Its product
business deals with manufacture and sale of renal care devices and its provider’s business deals
with providing renal care services such as dialysis to patients of partner hospitals. This sector is
highly competitive as it is growing at a rapid pace in India and therefore it is attracting a lot of
global players to the Indian market. The competition is severe but Fresenius Medical Care India
has not only been able to successfully establish itself but also capture more than one-third of the
total market share. There is a constant struggle between different companies to come up with new
and more efficient devices. Hence the companies in this sector are highly research oriented and

7
 every year we see companies launching new technologically superior products at competitive
prices aiming to disrupt the market. Considering all this we can say that the business environment
is highly unstable for Fresenius Medical Care India.
2. Strategy: As mentioned above, the competition in this sector is fierce and the most dominant
factor which determines the fate of the organization is its technological prowess. Under such a
situation companies in this sector including Fresenius Medical Care India follows a product
differentiation strategy. They make large investments in research and development and design
new, more efficient products. While deciding strategy of the company we also need to consider
the context. In this case, the nature of customers is simple as the organization caters to niche
market of people suffering from renal and urological problems. Also, the business environment
can be said to be highly unstable because of rapid technological growth. Thus for simple and
highly unstable business environment, the organization must adopt mostly organic organizational
structure. This can be achieved by low differentiation and high integration.

3. Technology: As discussed earlier, technology is the key differentiator between companies

operating in this sector. Therefore, Fresenius Medical Care India is dedicated towards innovation
and improvement in technology. Fresenius medical Care has increased the number of patents 1.5
times in the last 5 years which reiterates its commitment to innovation.

4. Size: Fresenius Medical Care India is a small closely knit organization of 600 – 700 employees.

We may infer from the above points that Fresenius Medical Care India needs a matrix that focuses on
developing new and more efficient renal care products and services. It needs to focus and strengthen the
two most important dimensions in such a business – medical knowledge expertise and sales expertise.
Hence they need a function divisional matrix structure with knowledge and sales dimensions.

8
Working of matrix structure

In the matrix structure at Fresenius Medical Care India, there are separate verticals – Business
development and medical services which follow a dotted line relationship. Both these verticals are led by
independent directors. Each of these directors has a regional team comprising of five regions – North,
South, East, West, and Central. Let us look at the working of each of these teams.

Medical team:

1. Medical team comprises of a team of pharmacists and engineers who work alongside R&D on the
new technology and gain full understanding about it.
2. Alongside new product development, medical team is also responsible for training of salesforce
for new products introduced in market.
3. They assist the business development team in sales of new products and at times even accompany
them for presentation at client site as subject matter experts to handle any query which may be
beyond the scope of business development manager’s knowledge.

Business development team: Business development team is responsible for sales of devices and services.
It has a geographic divisional structure and they are assisted by medical team in two ways – (i) training on

9
new products launched in the market and (ii) query resolution whenever client seeks technical details about
the product.

The two teams – medical team and business development team share a dotted line relationship to ensure
synergies in their work. The regional manager of the medical team has functional reporting to the Director,
Medical Team and a dotted line reporting to the Zonal Business Managers (ZBM). The Zonal Business
manager reports to the Director, business development only.

Advantages of matrix structure at Fresenius Medical Care India

The following advantages were observed due to functional matrix structure

1. Technical and managerial expertise: By having a matrix organization in place, Fresenius Medical
Care India has ensured that their business development representatives are well equipped with both
technical and managerial expertise to handle customer’s queries and achieve greater sales.
2. Faster response: Since the business development team has a dotted line relationship with the
medical team, the medical team has an obligation to respond quickly to the issues escalated by the
customers and therefore the matrix structure ensures that customer’s queries are responded ASAP
3. Synergy: Matrix structure ensures that business development gets all the required support while the
medical team gets accurate market insights. Thus it results in synergy for the organization.
4. Increase in efficiency: Since we have a dotted line structure in place, the functional structure
dominates which makes sure that employees do only what they do best and there is no redundancy
of work. Consequently the firm is able to achieve economies of scale and scope with this.
5. Improved customer satisfaction: Customer’s queries are answered on priority basis and their
insights are translated into new products brings about greater customer satisfaction.
6. Better knowledge management: At Fresenius Medical Care India, the medical team trains the
business development team, and the business development teams give customer insights to the
medical team this ensures an efficient knowledge management between employees and results in a
strong talent pipeline to fuel the organization’s performance in future.
7. Collaboration: Dotted line relationship makes it easier for the business development team to
collaborate with the medical team to resolve customer complaints and ensure better responsiveness.

Disadvantages of matrix structure at Fresenius Medical Care India

1. Conflict related to work: Since Fresenius Medical Care India has a tilted matrix structure, the
functional structure dominates and there are instances where the priorities of the medical team and
the sales team are in conflict, such cases take extra time and effort to resolve.

10
 2. Time lost in internal meetings: Due to the tilted matrix structure at Fresenius Medical Care India,
employees in the medical team have to attend meeting of the business development team as well.
This is in addition to the internal meetings of medical team. Therefore, medical team employees
end up losing a lot of time attending meetings.
3. Prioritization issue: Since this is not a true matrix structure, employees tend to prioritize their
functional work before taking up work related to cross functional teams. At times the work suffers
due to poor prioritization which has a cascading effect on sales.
4. Slower decision making: Some of the decisions of the medical team need to be approved by both
medical director as well as the business development director which slows down the decision
making process and thus slows down the entire business.
5. Overloaded top management: Top management such as business development director, are
overloaded as they have to take decisions for not just the business development team but some
decisions for the medical team as well.
6. Lack of ownership: For tasks which require collaboration between both medical and business
development team, there is no ownership as either team is willing to own their own set of
responsibilities but not the entire project. Therefore if something goes wrong in any project, nobody
assumes responsibility to make things right.

Organization Culture Assessment Instrument (OCAI)

Methodology

For the organizational culture assessment, we used OCAI (Organizational Culture Assessment Instrument).
We used the critical incident interview method and conducted three rounds of interviews over a period of
two months to gauge the culture of the organization. This interview used the standard OCAI questionnaire
and the results were plotted to find out the areas of improvement and accordingly a course of action was
recommended. The main factors captured during OCAI are:

1. Dominant characteristics
2. Organizational Leadership
3. Management of Employees
4. Organization Glue
5. Strategic Emphases
6. Criteria of Success

The questionnaire and responses are available for reference in the appendix section (appendix 1 and 2)

11
Analysis of OCAI responses

Data obtained from the critical incident interviews have been tabulated below:

Now
Clan Adhocracy Market Hierarchy
Zonal Business Manager 19.16667 20.833333 33.33333 26.66667
Regional Medical Officer 28.33333 21.666667 28.33333 21.66667
HRBP 29.16667 20.833333 26.5 23.5
Average 25.55556 21.111111 29.38889 23.94444

Preferred
Clan Adhocracy Market Hierarchy
Zonal Business Manager 24.16667 30.833333 24.16667 20.83333
Regional Medical Officer 23.83333 32 22.5 21.66667
HRBP 26.33333 30.333333 21.66667 21.66667
Average 24.77778 31.055556 22.77778 21.38889

From the analysis we found out the culture at Fresenius Medical Care India to be as follows:

Now: Market culture

The organizational profile shown in OCAI (Now) chart shows how the employees perceive the organization
now with respect to various cultural dimensions. It can clearly be seen that market dimension dominates
the organizational culture at Fresenius Medical Care India. This aligns with our research about the
organization as well. Fresenius Medical Care India entered very late into the Indian market and it had to
adopt an aggressive sales policy to gain market share quickly. This may have been one of the reasons for
meteoric growth of Fresenius Medical Care India. From zero to more than one-third market share in just a
matter of 13 years is a remarkable feat. The other most prominent culture at Fresenius Medical Care India
is Clan culture which can also be traced to its history. Fresenius Medical Care India is a small company

12
 with just 600-700 employees who work together in a closely knit environment. Thus clan culture should be
strong at Fresenius Medical Care India.

Preferred: Adhocracy culture

The chart labeled OCAI (Preferred) shows how the employees at Fresenius Medical Care India perceive
the future organizational culture at Fresenius Medical Care India to be. They understand that Fresenius
Medical Care India has now captured significant market share in India now and in future it must change its
focus from sales to innovation and that change must be reflected in their organizational culture. They have
become the market leader by nurturing an aggressive market culture but in order to sustain as the market
leader they will have to be innovative and develop new products so they must promote an open,
entrepreneurial culture. Thus their preferred organizational culture aligns with the strategy and long term
vision and mission of Fresenius Medical Care India.

Profiles for various dimensions of OCAI

Profile for various dimensions of OCAI

Clan Adhocracy Market Hierarchy
Dimension Now Preferred Now Preferred Now Preferred Now Preferred
Organisational Characteristics 26.67 28.67 21.67 31.33 28.00 20.00 23.67 20.00
Organisational Leader 30.00 26.67 20.00 28.33 26.67 20.00 23.33 25.00
Management of Employees 23.33 20.00 20.00 33.33 35.00 23.33 21.67 23.33
Organisational Glue 30.00 28.33 20.00 28.33 25.00 23.33 25.00 20.00
Strategic Emphasis 20.00 25.00 25.00 35.00 35.00 20.00 20.00 20.00
Criteria of Success 23.33 20.00 20.00 30.00 26.67 30.00 30.00 20.00

Profile for various dimensions of OCAI

Dimension Now Preferred
Organisational Characteristics Market Adhocracy
Organisational Leader Clan Adhocracy
Management of Employees Market Adhocracy
Organisational Glue Clan Adhocracy, Clan
Strategic Emphasis Market Adhocracy
Criteria of Success Hierarchy Adhocracy, Market

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Course of action for Fresenius Medical Care India

Fresenius Medical Care India must adopt the following course of action to manage the shortcomings of the
existing organizational structure:

1. Implement a mechanism to handle conflicts: As we look at the various shortcomings of the

existing matrix structure given above, we realize that although the matrix structure has its merits,
such processes as decision making, project ownership remain to be a challenge for the company.
Also, the top management is overloaded as there is no clearly defined scope of decision making
under either the business development director or the medical director. Therefore, if we have a
role-responsibility matrix in the organization, it will help in overcoming these challenges. We can
have a role responsibility matrix as shown below:

Role responsibility matrix

Director Director Zonal Brand Regional Medical
Business Development Medical Manager Officer
Product design Informed Approval Consulted Responsible
Sales strategy Approval Informed Responsible Consulted

2. Draft a plan to bring about cultural change at Fresenius Medical Care India: Management of
Fresenius Medical Care India must nurture a culture of entrepreneurship and innovation. They
must have policies in place such that one’s appraisal doesn’t depend on the performance alone but
also on the number of new projects initiated. This must be accompanied by a tolerance for failure.
People wouldn’t try new things and be innovative unless the management is supportive of such
initiatives. Some companies have dare to fail awards which are given to the projects which are
good but fail for some reason in the end. Thus by celebrating failure, they can encourage people
to take up new and innovative projects
3. Create internal heroes: The organization must highlight the work of people who succeed in
innovative projects, especially the ones in which employees went against all odds to create
something that they believed in. This will encourage other people take up new and innovative
projects aspiring to become the next innovation hero of the organization.
4. Group based rewards: Fresenius Medical Care India should have group based reward system,
this will foster collaboration among the teams when they understand that they will be rewarded if
the entire group performs well. This will take care of the local orientation that the employees have
developed in the organization and nurture team spirit.

14
References
[1]Fresenius Medical Care India (2019, February 13) Retrieved from

https://en.wikipedia.org/wiki/Fresenius_Medical_Care

[2] Fresenius Medical Care / about us (2019, February 26) Retrieved from

https://www.freseniusmedicalcare.com/en/about-us/about-us-overview/

[3] Fresenius to open 30 new dialysis clinics in India (2012, December 05) Retrieved from

https://economictimes.indiatimes.com/industry/healthcare/biotech/healthcare/fresenius-to-open-30-
dialysis-clinics-in-india-by-2015/articleshow/17493551.cms

[4] India’s dialysis market (2013, July 10) Retrieved from

https://www.pacificbridgemedical.com/publication/high-rates-of-chronic-kidney-disease-lead-to-
medtech-opportunities-in-india/

[5] Annual report of Fresenius Medical Care (2017, June) Retrieved from

https://www.freseniusmedicalcare.com/fileadmin/data/de/pdf/investors/Events_EN/2017/20170609_FME
_Corporate_Presentation.pdf

[6] Implementation of Management Strategies to Set and to Achieve Clinical Targets (2013, February 27,
chapter 21) Retrieved from

https://api.intechopen.com/chapter/pdf-preview/43116

[7] Role responsibility matrix (2019, March 16) Retrieved from

https://en.wikipedia.org/wiki/Responsibility_assignment_matrix

[8] Dare to fail: a program that lauds the unsuccessful (2014, September 24) Retrieved from

https://www.thehindubusinessline.com/companies/Daring-to-fail-a-programme-that-lauds-the-
unsuccessful/article20872449.ece

15
Appendix 1
Zonal Business Manager’s response

Regional Medical Officer’s response

HRBP’s response

Appendix 2
Organizational Culture Assessment Instrument results

Organisational Characteristics Organisational Characteristics

(Now) (Preferred)
Clan Clan
30.00 40.00
30.00
20.00
20.00
10.00 10.00
Hierarchy 0.00 Adhocracy Hierarchy 0.00 Adhocracy

Market Market

Organisational Leader (Now) Organisational Leader

Clan (Preferred)
30.00
Clan
20.00 30.00

10.00 20.00
10.00
Hierarchy 0.00 Adhocracy
Hierarchy 0.00 Adhocracy

Market Market

16
 Management of Employees Management of Employees
(Now) (Preferred)
Clan Clan
40.00 40.00
30.00 30.00
20.00 20.00
10.00 10.00
Hierarchy 0.00 Adhocracy Hierarchy 0.00 Adhocracy

Market Market

Organisational Glue (Now) Organisational Glue (Preferred)

Clan Clan
30.00 30.00
25.00 25.00
20.00 20.00
15.00 15.00
10.00 10.00
5.00 5.00
Hierarchy 0.00 Adhocracy Hierarchy 0.00 Adhocracy

Market
Market

Strategic Emphasis (Now) Strategic Emphasis (Preferred)

Clan Clan
40.00 40.00
30.00 30.00
20.00 20.00
10.00 10.00
Hierarchy 0.00 Adhocracy Hierarchy 0.00 Adhocracy

Market Market

17
 Criteria of Success (Now) Criteria of Success (Preferred)
Clan Clan
30.00 30.00
25.00 25.00
20.00 20.00
15.00 15.00
10.00 10.00
5.00 5.00
Hierarchy 0.00 Adhocracy Hierarchy 0.00 Adhocracy

Market
Market

Profile for various dimensions of OCAI

Now
Dimension Clan Adhocracy Market Hierarchy
Organizational Characteristics 26.67 21.67 28.00 23.67
Organizational Leader 30.00 20.00 26.67 23.33
Management of Employees 23.33 20.00 35.00 21.67
Organizational Glue 30.00 20.00 25.00 25.00
Strategic Emphasis 20.00 25.00 35.00 20.00
Criteria of Success 23.33 20.00 26.67 30.00
Preferred
Dimension Clan Adhocracy Market Hierarchy
Organizational Characteristics 28.67 31.33 20.00 20.00
Organizational Leader 26.67 28.33 20.00 25.00
Management of Employees 20.00 33.33 23.33 23.33
Organizational Glue 28.33 28.33 23.33 20.00
Strategic Emphasis 25.00 35.00 20.00 20.00
Criteria of Success 20.00 30.00 30.00 20.00

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