Duckettville Branch Library Case Study

As a manager for a large department her job duties are quite extensive. She manages over forty employees. She reinforces compliance of staff with hospital policies, gives informal/formal feedback regarding performance throughout the year, promotes staff development, and uses effective listening, writing, and verbal skills. She promotes satisfaction targets related to patients, employees, and physicians, actively participates in, and leads interdisciplinary teams. Alicia also assist the director in maintain departmental budget, monitors supply utilization and maintains budgeted targets, and responsible for an efficient and accurate payroll.

According, to Zekman, (2014) resident’s needs at Sunrise Assisted Living were not because they were not performing their tasks adequately. The functional manager failed to evaluate the performance of employees, and checking on the residence’s to see if they are getting the proper services they need. The functional manager and the employees breech their duties; they should be working as a team to provide all the help the residents require because they are paying for it. Based on research, general and functional managers are responsible to imply their knowledge, energy, and enthusiasm in an organization. They are in a position where they have to provide strategic leadership to their subordinates and develop a high-performing company Hill, Jones, and Schilling (2015).

Another system that human resources could have in place is a more comprehensive orientation and support for new managers. Such an offering may have encouraged Pam to address the irregular schedule, Renee’s attitudinal issues, and obvious waning of energy that consistently occurred mid rotation. It is very difficult for new managers to go up against the existing state of affairs, especially for longstanding practices that existed prior to their management. Guidance and support is needed to new managers as they adjust to these critical elements of the

Employee Relations: As could have been projected by the public’s negative perception, Sister Mary Theresa’s style of leadership was not well received by many employees at Abbott Hospital. Despite warnings from Dr. John Coletti (Abbott administrator under MEDICO), Sister Mary Theresa implanted her authoritative managerial style into the new satellite hospital. First, she requested all Abbott staff members to be interviewed by Mt. Mercy personnel. They were given a three-month probationary period (at the end of which permanent appointment could be discussed). Also, both staffs were informed they could be transferred between hospitals at administrative discretion. Sister Mary Theresa stuck to her bureaucratic plan – causing Dr. John Coletti to resign.

On occasion someone is in charge for certain things such as checking and keeping the first aid box up to date/getting the equipment looked over and replaced/repaired etc?

Janice is responsible for the staffing of her unit (Palliative/Hospice) which has been named “The Light House” with 70 staff members working various shifts. As a manager of any unit within the Veterans Affairs Medical center, managers are expected to attend or review meetings minutes; meetings like the Nursing Council and Nurse Manager’s meetings as well as others committees. Managers are to hold staff meetings and communicate the minutes to all staff via email, or written form. Managers make sure all changes in policies, documentation, and other situations are reported to staff members. Managers are accountable for compliance of all regulatory standards, such as OSHA, CARF, and JC standards. Managers are to have an approved staffing plan, review expenditures affecting its cost, such as overtime, leave, and compensation time. Complete quarterly report/data, staffing effectiveness analysis reports, staffing updates, and FMLA information. As a manager, communication, performance improvement, staffing/recruitment, time and leave, safety/environment of care, controlled substances, adverse events/patient complaints, employee accidents/injuries, employee performance, performance appraisals and proficiencies, and staff development are all part of her duties.

And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:

boundaries to keep within. From the case study readings it appears the previous manager let her

For Dr. Soysa, I feel that she can make use of the HR department to address change. For example, getting there help in addressing the issue of weight and how to control it. She would also make use of the physical fitness department, she might need help in

     Vicky must also take into account the duty to her boss, Wendy. First, Vicky must suggest that quick temper of Wendy’s be abolished because animosity between Wendy and her staff members may lead to a broader conflict. Also such behavior could lead the company as a whole to be less productive, because with Wendy’s quick temper it will be hard for staff members to share ideas. Sharing ideas between members of staff makes a company more successful.

However, Jane can ensure Susan’s benefit package is fair. Jane could make observation rounds on other employees, to ensure they are following best practices.

Problems were identified when significant modifications were made by the supervisor to the loans section of the library over a short period. The changes included reorganisation of the part-time roster and work areas, revision of the flexible working hours for full-time staff and revision of the loans procedure manual. The errors lie not so much in the changes themselves, but in the application of the changes. There was a lack of strategic and long-term planning, with no prior consultation with staff. There is evidence the supervisor lacks the skills to make effective and sustainable decisions as well as undertake practical problem-solving.

Delegation is an important function in any organization and in today’s environment we see it becoming increasingly important in the health care setting. For management to make the best use of their time and skills effective delegation of tasks to the staff assists in their growth and development, builds confidence and trust, and increases the amount of work completed. Effective delegating provides benefits to the organization when managers mobilize resources, share responsibilities, and focus on doing a few tasks well, rather than many things less effectively resulting in increased management and leadership potential. The need for accessible, affordable, quality health care and an ever-growing shortfall of practitioners and providers

Christine will be responsible to coach and mentor the other new hired shop assistant, service customers, keep tract inventory/replenishment and report customers’ comments/complaints to Lydia for ensuring corrective action be taken.

Karen and Sue could have engaged in structured brainstorming activities with their team. This would allow all members of the team to contribute a list of ideas to the solution. Since the work most likely would be distributed among the team members already employed at the healthcare organization it is a good idea to allow them input into a potential change in their duties and/or workload.