Discuss a source of conflict in your current work environment. Is it related to a recent change or a need for change? Please explain.
Within your current employment setting have you experienced a time when a change required the organization to respond quickly and efficiently? Were they successful in this response? Who was involved in the response? What impact did the change/response have on the overall organization?
In the current literature, an emergent leadership theory is described as one which emphasizes emotional intelligence/competence, and organizational connectedness. Discuss the significance of this theoretical framework to the current health care environment.
How does the organization where you are currently working monitor adverse events? Who participates in this process? Is the data utilized to support change within the organization? How so?
Kelly (2012) states that the organizational structure often defines the network of communication. Do you agree? How would you define the network of communication within your organization?
How is care provided within your current workplace – does it employ a team approach or individual provider approach? What is the makeup of the care team if and where it is employed? Does this model of patient care delivery appear to have any relevance to the organization’s mission statement?
Describe the leadership role you fulfill in your current work setting. How does your perception of this role “fit” with the leadership theories discussed in the literature.
In your current work place are you familiar with the organizational mission statement? Where is it to be found? Is this mission clearly reflected in your daily work setting?
Reflect on a time in your professional career when you were a participant or by stander to a significant health care economic policy change which impacted the organization where you were employed. What was the policy change? Evaluate the organization’s decision in response to this change. Were you directly impacted professionally or personally? How?
What outcomes does your current organization identify as measures of their successful performance? Who participates in this evaluation process? How are results of the evaluation conveyed to the employees? Who receives the results, interprets them prior to their distribution?
Case Study #1
You are a mid level nursing manager over surgical services in a large health care organization. The census on one of the medical units has been increasing over the past six months at the same time that census on the surgical units has been dropping. This has resulted in nurses from the surgical units being “pulled” to work on the medical unit in question. The nurses on the surgical units are becoming more displeased at this change in their workload and finally reach the conclusion that the next time a nurse is requested to work on the medical unit, they will refuse. When this event occurs, the nurse managers meet with the nurse who is refusing to accept the change in their workload in order to: identify the issue; how to best resolve it in the best interest of the nurse; the patients impacted; the organization. Discuss this incident in terms of:
Source of conflict
Leadership vs management
Case study #2 – Strategic Management
You are the manager of a large non-profit health care agency, which has several director level individuals each responsible for one of five different units of care delivery. These directors are responsible for staffing, human resource management, physical resource management, and all daily operations. In addition these directors are empowered, and encouraged, to seek external grant funding to enhance their service delivery which may or may not include separate reward systems for staff involved in any activities directly associated with this external funding.
It has been brought to your attention that one director, who was instrumental in the agency receiving substantial external funding to initiate a new service in their unit – specialty care for an identified group of patients which will involve additional training requirements for staff involved in this care delivery, and therefore the potential for enhanced rewards related to their work activities – is developing/implementing staffing changes to accommodate this new service along with promises for additional rewards. This director has not provided you with any action plans identifying staffing changes, reward systems, and additional equipment needed, including the acquisition and distribution of this equipment to individual staff members involved. In addition, although directors are asked to provide their annual budgets to you for approval prior to their submission to the governing body of the agency, it has come to your attention that this same director has not done this for the past three years, instead waiting to the last minute and submitting their budget documents directly to the governing body. The organizational implications of these issues are significant enough that you have reached the conclusion you must confront this individual and reach a resolution to the situation.
Compliance with agency rules
Staffing changes – “cherry picking” certain favored staff members without consulting other directors
Reward systems – enhanced without regard for staff morale including monetary and equipment
Budget submissions which reflect additional reward systems not approved by you which also contribute to poor staff morale
Methods of conflict resolution
Strategies for resolution
Relationship to strategic management and innovation
reference should include these assigned books
Kelly, Patricia (2012). Nursing leadership & management. (3rd. Ed.) Delmar, Cengage
Swayne, Duncan, & Ginter (2018). Strategic management of health care organizations. (8th Ed.)