Successful medical organizations have as their guiding principles a professionally stated purpose that encompasses and details their mission statement, vision statement, values ​​statement, and goals general strategies. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based on achieving the objective of these statements. Additionally, these statements must encompass different aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) argue, “any organization that plans as if it exists in a vacuum ignores the factors critical to its survival” (p. 16). Without these guiding principles serving as direction for the organization and without the dedication of employees to achieve these goals, the organization will encounter multiple problems and ultimately face failure. An analysis of the issues and related literature, conflicts arising from task differentiation and relationships, and the operational plan of Hospital Z provide insight into the complexities of this organization. One of the issues plaguing Hospital Z is the organizational culture which, according to Robbins and Judge (2013), includes the common characteristics of (1) innovation and risk-taking, which enable organizational members to freedom to exercise their creativity even if it is different from the norm and may involve risks; (2) attention to detail, which requires employees to be precise about all aspects of their work; (3) results orientation¸ which expects employees to focus their work on goals or expected results that should drive the end result rather than the process; (4) people orientation, which takes into account...... middle of article......22Parker, S., Johnson, A., Collins, C. and Nguyen, H. ( 2013). Making the most of structural support: The moderating influence of employee clarity and negative affect. Journal of the Academy of Management, 56(3), 867-892. doi: 10.58465/amj.2010.0927Patrick, J., Smy, V., Tombs, M., and Shelton, K. (2012). Performing the chosen job determines pre-training attitudes and training outcomes. Journal of Work and Organizational Psychology, 85, 245-257. doi:101111/j.2044-8325.2011.02027.xRobbins, SP and Judge, TA (2013). Organizational Behavior (15th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Sidle, S. (2010). Counterproductive Workplace Behaviors: Can It Sometimes Be Good to Be Bad? Academy of Management Perspectives, 24(3), 101-103. doi: 10.5465/AMP.2010.52842956Unknown (2006).Unknown. (2006). HMC Behavioral Standards. Documents for employees