Case Study: Paid to Make Decisions?

Case Study: Paid to Make Decisions?

Read the “Case Study: Paid to Make Decisions?” at the end of Ch. 4 of Management Principles for Health Professionals (6th ed.).

Discuss with your team the management style portrayed in the case study.

Write a 700- to 1,050-word paper that addresses the questions that follow the case study. Include a short discussion about the opinions of the team on the situation presented. How would you and your team members respond if found in this environment?

Format your assignment according to APA guidelines.

Click the Assignment Files tab to submit your assignment.

HCS 514 WEEK 2 Organization and Management Analysis

Write a 1,050- to 1,400-word analysis of organization and management in which you address the following:

• Describe various organizational theories.
• Compare management theories and styles.
• Explain which organizational theory you think most closely resembles your organization.
• Explain which management theories and styles most closely resemble management in your organization.
• Explain what could be changed to make the organization better.

Format your assignment according to APA guidelines.

Cite: 4 peer reviewed sources from the Univeristy of Phoenix library.

Click the Assignment Files tab to submit your assignment.

Decision-making is very important and an essential element when managing an organization. As the manager, the decision –making process can be approached in several ways. It can be done using different techniques and tools available. There are also various dilemmas that can be faced with decisions, such as uncertainty or high-risk consequences. Consideration or evaluation of all alternatives should be done due to the dilemma. Manager should make the final decision and make a test of the decision and see how the outcome will be (Balle, 2015).

Weaknesses in final statement

When Carrie Wilson was hired as a Nursing Manager of the Emergency Department of County Hospital, her style brought adverse

reaction from almost everybody including the “good” professional nurses (Liebler, 2012, Chapter 4). The action of Carrie Wilson, as a Nurse Manager, in enforcing long ignored hospital rules has its merits yet should involve staff in the decision-making process. Staff should feel that they are involved in the process. If everyone participates in the decision-making process, there will be less resistance because after all they were the one making the decision.

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What has been wrong with the approach

The staff worked in the emergency department at the County Hospital and they were used to the way things were run and were comfortable with it because the regular manager was the “Invisible Nurse”. When Carrie was hired on as an outside manager she made some changes, but the staff didn’t take to the changes well. Carrie insisted on reinforcing rules that have been ignored. She reinforced the dress code, took away personal phone calls during work hours, tardiness, bar food and drink, items for reading in the work area, and restricts the staff from changing the schedule (Liebler & McConnell, 2012). Carries approach was all wrong because she was making all of the decisions on her own. She never asked the staff what they think should change or how they feel about those changes. She is not using participative management and staff reinforcement.

Behaviors affected from decisions implemented

Prior to Carrie’s arrival there was a laissez-faire, hands off management style and environment with nurses in the Emergency Department. Her predecessor was even known as the “Invisible Nurse” because no one ever saw her. Introducing Carrie’s take charge, in your face autocratic style of leadership came as a complete shock and surprise to the staff in the department. She totally immersed herself into their world and introduced and attempted to implement her changes without warning or consideration. Her implementations were met with bitterness, resentment and an overall lack of support. Although perhaps not the most professional group of nurses they were good at their job, but Carries changes and desire to introduce a more professional work environment are having adverse effects on the morale of the staff rather than improving them.

Initial response

Ideally, Carrie should have initially approached her plan to improve the emergency department of County Hospital by discussing the plans with the staff. Carrie should have identified the weakness and strength of the emergency department, and brought them to the staff’s attention. She should have also asked the staff for their opinion on how to correct the weakness and continue the strengths of the emergency department. This would have made the staff feel as they were a part of the changes, and they would have been more willing to adjust to the changes. This will also prepare them for the future changes.

Attempts to salvage ideas

Carrie should reconsider her approach on how she brings the changes to the emergency department, so she can salvage some of her ideas and proceed with the improvements of the department. Carrie should have a mandatory meeting with the staff, and discuss the plans that she has implemented. She should ask the staff for their opinion on what would make the emergency department better, and implement some of their ideas. This will help her to build trust with the staff, and they will be willing to accept future plans without rebellion against her choices.

Conclusion

            Carrie, an excellent nurse and a long time supervisor has recently begun a new position, her zealous attitude and willingness to make changes and do a great job are desired in management. However, a person in leadership especially when beginning a new position at a new place of employment it is important to first assess the situation. Take the time to take into account the assets one has in the people who already work there. Despite the fact that the individual in management may have been hired to implement change understanding the preexisting situation and then adopting a participative style of management could prove to be beneficial, help the subordinates back management and strengthen morale.

Case Study: Paid to Make Decisions? References

Balle, L. (2015). Decision-making and management. Houston Chronicle.

Retrieved from http://smallbusiness.chron.com/decision-making-management-5124.html

Liebler, J.G., & McConnell, C.R. (2012). Management Principles for Health

          Professionals [University of Phoenix Custom Edition eBook]. Sudbury, MA: Jones &

Bartlett Learning. Retrieved from University of Phoenix, HCS/514 website.