Discuss the conflict that is occurring at General Hospital
The conflict that was occurring at General Hospital was the inability of the hospital to control cost which the CEO, Hammer believed that it was caused by physicians. He assumed that physicians in the main didn’t understand, nor were they interested in the role of costs in determining the viability of hospitals. In so doing, he asserted further that the lack of concern stemmed from the physicians allegiance to their profession as opposed to the hospitals in which they had patient privileges (Hellriegel, D., & Slocum, J. W., Jr. (2011).
Moreover, the hospital needed improvement from the ongoing performance and the efforts of the cost control led the hospital administration to look for an effective way to tackle planned and unplanned work circumstances. They used a variety of industry – specific assessments, without efficiently allocating the management of the company’s resources, which seemed separate, relatively autonomous entity (Hellriegel, D., & Slocum, J. W., Jr. (2011). As a result, there was a little coordination between the planning of capital expenditures and the payment of hospital operating costs, in spite of the fact that management bodies were absence for the intended effect of such coordination (Hellriegel, D., & Slocum, J. W., Jr. (2011).
Rather than the management involving themselves in setting goals for performance, and periodically evaluating the progress toward achieving these goals as a process that needs to be integrated into the daily life of the company. The management was avoiding the problem; running away from blames and no development and retention strategies was marked out, which in future will help the company succeed in their goals. In other words, the company failed to recognize that a person’s self efficiacy is dependent on the jobs with clear and challenging goals (Hellriegel, D., & Slocum, J. W., Jr. (2011). The hospital needs to recognize what elements are needed to be in place to achieve this cost consciousness, rather than blaming employees.
- 1. Discuss the conflict management styles that are evident in the case
In every organization, leaders are compelled to set a moral example for the employees and to determine those company’s activities which may be detrimental to the values of the society in general (Brenner, M. (2009). The conflict management styles that was evident in the case of General Hospital was lack of co-operation, communication and plans among the management with traits that can be designed and created for a goal, without putting more responsible in evaluating, and accomplishing the goals (Brenner, M. (2009). Although, the CEO does proposed some demonstration projects that looks into some aspects of his ideas. The whole plan lacked one that could make physicians and the hospital aggressively pursue reform models that could work incentive and competition. The managers did not involve themselves in setting the goals and failed to understand the value of goal setting which is like motivating objectives and having the goal setting basics incorporated within the company (Hellriegel, D., & Slocum, J. W., Jr. (2011). The levels of co-operation and effort witnessed during the hospital’s contingency period were short of remarkable.
Internally, the CEO who was supposed to be a mediator among other manager’s participation to the problem was nowhere to be found. In other words, the leaders did not show a sense of ownership at all and none of them were intelligent, emotionally matured and have the broad rate of interest, result oriented. They do not depend primarily on each other for their motivation to their goals of cost- control. For example, the leaders were more concerned about who to blame, without having belief, shared values and perspectives among themselves, which can bring the determination and persistence in solving the problem (Hellriegel, D., & Slocum, J. W., Jr. (2011). The CEO, Hammer lacked the individual’s ability to influence other’s behaviors and failed to provide the hospital the valued things, to the extent that other managers failed to value his ideas and able to think forward accepting responsibility and unlocking hidden drivers and aspirations to bring out the confidence on others(Hellriegel, D., & Slocum, J. W., Jr. (2011).
In other words, there was no team work which was why there was no devised plan that identified specific goals for the company; a process that would move towards those goals to make sure it is achieved (Hellriegel, D., & Slocum, J. W., Jr. (2011). However, the physicians should not be the only one to blame or free to follow the guidelines, if any, in minimizing cost, instead everyone in the hospital should be involved too. The hospital needs to create a competitive model in which doctors, leaders and other employees have to follow on how much they are spending.
- 2. Discuss how General Hospital could have used teams to address the cost reductions needed to stay competitive
Looking at conflict resolution going on at General Hospital, there was no co-operation, team work in both internal and external efforts which would allow the hospital to divert and allocate the best implementation in managing cost at the company (Hellriegel, D., & Slocum, J. W., Jr. (2011). Although, the leaders thought their diversity initiative was a regular sense of right and wrong program, they do not have a compelling business strategy, failed to treat diversity among themselves as a business issue, as well as unable to measure the impact of diversity on corporate performance in dealing with the problem. Instead they keep blaming the physicians and technicians as the cost of the problem (Hellriegel, D., & Slocum, J. W., Jr. (2011). The company’s goals should have be set to be challenging at first, clear and specific on how their goals can be met or set to be useful in directing efforts from the employees. Involving employees in setting the goals for performance, periodically evaluating employee’s progress toward achieving these goals as a process needed to be incorporated into the lifestyle of the company (Hellriegel, D., & Slocum, J. W., Jr. (2011).
However, before the company can stay competitive, the hospital needs to assimilate the performance of everyone in the company, not just the physicians and provide development goals together, which grants a way for the employees to develop for the future (Hellriegel, D., & Slocum, J. W., Jr. (2011). Then the company should continue with its rigorous measurement system as part of its initiative to keep the hospital without losing its license, understanding that the process provides a strong connection between the diversity strategy and business growth. In other words, they need to connect their anticipated needs in the employee’s current job and their focus on opportunity outside their current role (Hellriegel, D., & Slocum, J. W., Jr. (2011). Without firing the employees for what they did not do. For instance, Dr. Boyer was fired because the management (Harding) thought eliminating human efforts and replacing it with machines would help to reduce cost in the hospital (Hellriegel, D., & Slocum, J. W., Jr. (2011).
In addition, the hospital needs to bring the leaders into the challenge, who will serve as a mediator among the employee’s participation to their job, performance and achievements. Following these, the leaders should be provided with employee’s feedback on which they can base development programs, hold leaders responsible and tie their reward to performance (Hellriegel, D., & Slocum, J. W., Jr. (2011). The initiatives for outside opportunities and measuring the working environment through a survey process should give the company an edge in competitive advantage.
- 3. Describe how Hammer can use negotiation skills to get buy-in for the cost reductions
Before Hammer can move the company ahead, he needs to recognize that a person’s self efficiacy is dependent on the jobs with clear and challenging goals, knowing that his employee’s behaviors should be focused on job related tasks, high levels of performance and goal achievements (Hellriegel, D., & Slocum, J. W., Jr. (2011). He needs to be more concerned about the goals of the company, thereby motivating employees through meetings, bearing in mind that the value of goal setting is like motivating objectives. Involving the employees and managers in jointly setting goals accomplishes something because it limits the employee’s capacity to respond to a challenge.
However, his element in communication needs to be more openness about defining expectations for performance, while using it to determine the employee’s competency (Hellriegel, D., & Slocum, J. W., Jr. (2011). His leadership should be “result oriented” leadership style which he needs to integrate with the company’s cost control experts on the details of the management lines. But on the big questions of the company’s problem and where it is heading to, he needs to let everyone know what the company was experiencing, what he had in his mind and the expected behaviors or performance needed from everyone, other than avoiding the problem and sending Merge Harding to find a solution to the problem (Hellriegel, D., & Slocum, J. W., Jr. (2011). He needs to revise the problem at hand, by involving other experts in the company, analyzing the situation using accepted facts and then wining over support through his persistence (Hellriegel, D., & Slocum, J. W., Jr. (2011).
Also, he has to drive performance with the business plan, evaluations, taking no algorithm to understand what the hospital, customers and employees need. As he continues to believe in improving quality through his teams, making it as a norm from in-plant participatory groups to a new way of managing cost which would be based on cross-functional teams. The company and his new team will trust him, work with him, and believe that his honesty would be the key attributes of the hospital’s characteristics of becoming successful (Hellriegel, D., & Slocum, J. W., Jr. (2011).
- 4. Recommend a strategy for Hammer to resolve the problem
In many cases, conflict in the workplace seems to be a fact of life. We have seen situations where different goals and needs have come into conflict. Before Hammer can resolve the problem of the General Hospital, he needs to expand the situations to the employee’s awareness; giving them an insight into actions what he thinks they can do to solve the problem (HRMagazine, (2008). Adding values in each action and questioning why he needs that action, applying the same concept not only to the employees alone, but also to top leaders, providing strategies, written procedures and paperwork for everyone to understand the situation at hand (HRMagazine, (2008)..
However, he needs to set priorities and able to commute that to everyone in the company, focusing on those steps that will influence the largest output result. For example, he needs to give the right to other employees to exercise legitimate power to influence others, rather than all decision making coming from him alone. Hammer also needs to set goals, monitor expectations of the employees in the hospital and how well they are doing against expectations, thereby using surveys to determine how the company is dealing with the goals. In his situation, the hospital is more apprehensive than standard, so expectations, measurement and communication are more valued (Hellriegel, D., & Slocum, J. W., Jr. (2011).
Furthermore, Hammer needs to encourage innovation through holding everyone accountability for their actions, using the management structure to build his list as he define how to meet the platitudes assigned actions and report results (Hellriegel, D., & Slocum, J. W., Jr. (2011). And as the hospital tends to remain in competitive, the CEO needs to motivate and communicate with both the company and employees in the short term and longer range. Talking openly about the challenges and rewards, joint efforts toward common goals and be able to act in a perfect straightforward manner to win the heart of others (Hellriegel, D., & Slocum, J. W., Jr. (2011). To me, following the above procedures, Hammer should be able to resolve the problem of the hospital.
Hellriegel, D., & Slocum, J. W., Jr. (2011). Organizational behavior: 2011 custom edition (13th ed.). Mason, OH: South-Western Cengage Learning
Brenner, M. (2009). Group dynamics can enhance leadership development. HRMagazine, 52(12), 22.
HRMagazine (2008). Effective organization communication: A competitive advantage. HRMagazine, 53(12), p. 1-9.