Conflict Resolution at General Hospital Essay Example | Topics and Well Written Essays - 1000 words

Conflict Resolution at General Hospital - Essay Example In the case of General Hospital, the conflict was intergroup, pitting the CEO Mr. Mike Hammer and Marge Harding, the chief operating office on one hand and, the director of medicine Doctor Williams and the company’s physicians on the other (WordPress.com, 2011). There are various sub-categories of intergroup conflicts including those among teams, divisions, departments, employees, and management. In the conflict at General Hospital, while physicians were more interested in the correct and timely readings of the EKG and proper diagnosis of patients, the CEO and the operating officer were more concerned with cutting costs. This paper thus explores the conflict at General Hospital, touching on the management style employed to resolve the stalemate. In addition, the possible use of teams and negotiation skills to resolve the conflict are also discussed. The Conflict at General Hospital Some years back, renovation activities at the General Hospital led to a drop in the number of pa tients admitted at the Hospital. Consequently, bed occupancy went down by about 65% (WordPress.com, 2011). The other effect of the renovation exercise at the General Hospital besides the dropped occupancy was a rise in the number of Medicaid and Medicare patients. In other words, the number of patients under private health insurance covers dropped, implying that General Hospital could not make profits from attending to patients with private health insurance covers (WordPress.com, 2011). Realizing the hospital was on the verge of failing to obtain its objectives and remain profitable, the CEO, Mr. Mike Hammer decided to implement certain changes, which he thought would stabilize the hospital. The first option to Hammer was to cut costs and increase the Company’s revenues. In addition, Hammer intended to initiate changes that would ensure the hospital retained its current services and even expanded into new areas. To implement these strategies, Hammer hired one Marge Harding, e mpowering her to make crucial decisions such as the firing of the hospital’s employees, more so those serving under the at-will employment status (WordPress.com, 2011). The first opinion of Harding’s was that the electrocardiogram (EKG) readings could be done electronically. Therefore, according to Harding, a physician was not needed to read the EKG. In fact, she suggested that at least $100,000 could be saved by computerizing the reading of the EKG. After the installation of the new equipment for EKG proposed by Harding and the training of EKG technicians, the physician, a Doctor James Boyer, was informed that his services were no longer needed at the General Hospital (WordPress.com, 2011). Harding’s plans soon started to flop as EKG’s arrived late, cases of misdiagnoses increased, and the staff became irritated as they looked incompetent, making them feel that Dr. Boyer was rather important and was needed at the facility. Nonetheless, Harding completely ignored these complaints from the General Hospital’s staff. Therefore, the main conflict at the General Hospital pitted cost control and management against physician agreement. To realize any positive results from his cost reduction strategies and policies, Mr. Hammer had to win over the physicians making up his staff. This was just another of the instances and incidence in which

Recruitment procedures Essay Example | Topics and Well Written Essays - 2000 words

Recruitment procedures - Essay Example Immediately after recruitment exercise is over, the selection process starts. Selection is the process of making a choice from a pool of applicants, someone who best meets the specifications of the job in question. In this case he must be someone with the best knowledge and technical skills required of a technical staff. After recruitment and selection there is need to integrate the successful applicant into the job for him/her to adapt to the job requirements, procedure and processes. In our case study, we shall consider the case of a project whereby the technical staff member will be involved in project matters. We shall therefore analyze the recruitment, selection and integration of the staff in relation to an investment project. (Dale, 2001) First the technical manager will advertise the job vacancy that has befallen in the organization. The advertisement must outline the job specification which gives an overview of what the job requirements are. For a technical staff, with respect to a project, the contents of the job specification would include: - After the job has been advertised and the job specification outlined, a preliminary contact is made to the potential candidates. It is advisable to give all the candidates a standard contact. It must be made early enough to avoid locking out potential candidates. Then, initial screening is done to create a pool of qualified candidates. The technical manager would be free to either select the member internally or externally. Internal recruitment would come into play when maybe there is another technical staff member who is ready to be promoted to such a position. But the member must posses the necessary qualifications for such an appointment (internal) to be effective. If this is the case, then the technical manager need not advertise for the job vacancy but make employees aware of the job vacancies. He can do this through newsletters, bulletin, boards and personal recommendations including recommendations by other managers. (Dale, 2001) The advantage of this method is that it motivates employees to work harder so that they can get promotion opportunities. It is also more efficient and less costly because the technical manager would not need to advertise for the job or even contact every candidate individually. Another reason as to why the technical manager should adopt this approach is that already he knows the performance and/ or skills of every staff with regard to project appraisal. It would increase the chances of making a good choice since the people he has in the organization are already known to him in terms of performance. However, there are enough reasons as to why the manager should discard this approach of internal recruitment. Internal recruitment is characterized by an insufficient pool and the best person for the job may not be available from within the organization. Again, people from within the