Conflict Resolution at General Hospitals

In: Business and Management

Submitted By ragad
Words 1353
Pages 6
Allan Mulally, CEO, Ford Motor Company

Raghad K. Shakir

Professor Michael Petty

Leadership and Organizational Behavior – Bus520

August 2011

Strayer University

Role of leadership and its Impact on Organizational Performance

Leadership is commonly defined as establishing a clear vision, communicating the vision with others and resolving the conflicts between various individuals who are responsible for completing the company’s vision. The most effective leaders are those who can competently organize the cooperation and assistance of all members of the company to accomplish goals and objectives. The constantly changing wants and needs of the consumer have made it necessary for leaders to create strong organizational cultures so that companies can continue to expand into the future.

The effective leader is one that is task-relevant and most successful when they adapt their leadership style to the individual or group they are attempting to lead or influence. By understanding the ins and outs of how things should be run within the company, a leader can quickly and efficiently adapt their leadership styles to the individual or group situation that requires attention. It is widely believed that leadership creates the vital link between organizational effectiveness and people’s performance at an organizational level. Effective leadership behaviors can facilitate the improvement of performance when organizations face today’s new challenges such as innovation-based competition, price and performance rivalry, decreasing returns and market volatility.

Mulally Leadership Style at Ford Motor Company with Examples of His Actions

Allan Mulally style of leadership is a mix of Theory X, and behavioral leadership. Mr. Mulally brings a take charge attitude style to Ford Company his demeanor is a person that is not afraid of making decisions.…...

Similar Documents

General Hospital

...CONFLICT RESOLUTION AT GENERAL HOSPITAL Strayer University Organizational Behavior (Bus 520) 28 November 2011 Discuss the conflict that is occurring at General Hospital. Conflict is defined as a process in which one party perceives that its interests are being opposed or negatively affected by another party (Hellriegel & Slocum, 2011). Conflict occurs daily, whether it happens between two or more individuals or between two competing groups. How a person or group responds to such conflict can make or break an organization. Healthy internal competition can exist, such as teams trying to come up with the next great solution to a problem, but all too often people treat colleagues as adversaries which hurts the organization as a whole (Miller, 2010). In the case of General Hospital, the two major parties at odds are the CEO Mike Hammer and his administrative staff, representing the business side of health care, and the Director of Medicine Dr. Mark Williams, who represents the medical staff. The conflict at General Hospital stemmed from the fact that the hospital was losing money and was having a hard time competing with a nearby hospital. Mr. Hammer, who believed physicians were primarily responsible for cost overruns at hospitals, was unable to convince Dr. Williams, nor the Board of Trustees, to adhere to any cost containment measures or solutions. Frustrated at the doctors’ refusal to engage in responsible fiscal measures, he decided to take an......

Words: 2319 - Pages: 10

Conflict Resolution at General Hospital

...“Conflict Resolution at General Hospital” Christy D. Harris Dr. Jack Huddleston, Professor BUS520: Leadership and Organizational Behavior August 20, 2011 Discuss the conflict that is occurring at General Hospital. The conflict that is occurring at General Hospital is simply a case of making the right financial decisions and man vs. computer. What I mean by that is, in trying to make cost effective decisions on how to cut back on expenses they chose to replace capable human beings that gave accurate results with a computerized system that is not glitch free and has not been proven to give accurate readings and correct patient information on the right patients nor was it approved by the board. This machine has been set in place to handle serious information that affects the well being of sick people whom are in no position to be misdiagnosed. Also this decision can very well place an even more expensive charge on the hospital if someone should become mistreated and they find grounds to sue. In the case study the main issue is cutting cost for the hospital however the way that they are trying to eliminate expenses or find a cheaper way out was clearly not well thought out and researched in regards to the concern of the patients’ treatments. It seems as though the COO knew about the latest trend among other facilities and immediately made the change with absolutely no hesitation. Reading this study makes me...

Words: 1097 - Pages: 5

Conflict Resolution at General Hospital

...Conflict Resolution at General Hospital 1. Discuss the conflict occurring at General Hospital. General Hospital was established in 1968 as a non-profit organization, in order to provide medical assistance for the patients in their area. The hospital was very successful, so in 1981 they expanded their facility from 175 beds to 275 beds, and made some much needed upgrades to their emergency room. General Hospital was very successful with 90 percent of their beds occupied until a nearby medical center went through major renovations and upgraded to state-of-the-art medical equipment. Once the medical center’s upgrades were completed, General Hospital noticed a 25 percent drop in their patient occupancy, and the found themselves taking in more Medicaid and Medicare patients which brought in significantly less revenue than private insurance patients. Conflict is defined as a process in which one party perceives that its interests are being opposed or negatively affected by another party. (Hellriegel, D. & Slocum, J.W. Jr) In the case of General Hospital, the two parties in dispute were Mike Hammer, the CEO, and the physicians represented by Dr. Mark Williams, the director of medicine. Hammer also faced opposition from the board of trustees. The conflict stemmed from the fact that the hospital was no longer competitive and was losing money. In order for cost to be reduced, General Hospital’s CEO Mike Hammer will need to gain the support of the physicians on staff. Mike......

Words: 1595 - Pages: 7

Conflict Resolution at General Hospital

...Conflict Resolution at General Hospital Discuss the conflict that is occurring at General Hospital. Due to competition from a nearby hospital’s upgrading medical equipment and remodeling, General Hospital is down to a 65% occupancy while having a 35% increase in Medicare patients, both of which reduce revenue and lead the CEO Mike Hammer to attempt to devise a plan to cut costs and increase revenue in order for the hospital to stay open. He felt that he would be able to increase revenue, but would have a difficult time cutting costs, especially the physician-driven costs, as he had tried a few times in the past to work with doctors to cut costs by trying to eliminate wasteful practices and the doctors would refuse and say that their actions were required for the best patient care. The doctor who was the Director of Medicine for General Hospital insisted that it would be impossible for the doctors to follow any kind of cost cutting program and would deter the best doctors from wanting to work there. Hammer decided that he had to ease into his cost cutting program with the doctors one step at a time. He put the hospital’s chief operating officer, Marge Harding, in charge of finding something that the physicians were doing that could be done at a cheaper cost and change it, even if it meant firing people. Hammer stated he didn’t want to even know what she decided; he wanted her to just implement the change and gave her permission to do whatever she wanted. The......

Words: 1541 - Pages: 7

Conflict Resolution at General Hospital

...Running Head : Conflict Resolution at General Hospital BUS 520: Leadership and Organizational Behavior Strayer University Fall 2010 1. 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 didn’t understand, nor were they interested in the role of costs in determining the practicality of hospitals. In so doing, he emphasize 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        In addition, 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. 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. 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......

Words: 1989 - Pages: 8

Conflict Resolution

...they encounter conflict on a daily and sometimes hourly basis at home or at work. As for the people who become involved in conflict, they rarely have any or little understanding about the sources of conflict or how to manage it when it occurs. The whole other level that many people fail to understand is how often nurses encounter conflict and how difficult it can be to find a resolution. Between dealing with patients and their family, nurses also have to be on the same page as the doctors, other nurses, as well as people from other departments in the hospital. Nurses in particular encounter conflict and usually have no understanding of how to resolve it, which is a major problem health care facilities need to take a stand on. Conflict is an inevitable factor in our daily personal and professional lives. We are surrounded by conflict even if we may not realize it. Usually we do not like to experience conflict, but we do enjoy watching others deal with it. For example, television shows highlight the fact that disputes, arguments, and disagreements are normal and a necessary part of life. Conflicts can originate for numerous reasons including differing values, miscommunication and lack of information, or relationship breakdowns. As stated previously, resolving conflicts is a hard process that most people have no understanding of, meaning hospitals should include programs that educate and train hospital staff about conflict management. The hospital creates conflict itself,......

Words: 1810 - Pages: 8

General Hospital

...Conflict Resolution at General Hospital August 28, 2010 Conflict Resolution at General Hospital The current conflict Conflict as defined in the text is a process in which one party perceives that its interests are being opposed or negatively affected by another party (Hellriegel/Slocum, 2011). In the case of General Hospital, the two parties at odds are the CEO Mike Hammer and the physicians represented by the Director of Medicine Dr. Mark Williams. Mr. Hammer also faced opposition from the hospitals’ board of trustees. The conflict stemmed from the fact that the hospital was no longer competitive and was losing money. Mr. Hammer was unable to convince the physicians or the board to adhere to any cost containing measures or solutions. To compound this problem, he delegated authority to Marge Harding the Chief Operating Officer of the hospital to address and resolve the situation. Ms. Harding had personal goals to achieve and would utilize this opportunity to achieve them. The level of this conflict would be classified as Intergroup Conflict. “[This] refers to opposition, disagreements, and disputes between groups or teams” (pg. 388), in this case between the physicians, the board of trustees and management. The physicians had taken a very rigid stand and they did not listen to any suggestions or ideas from the CEO regarding cost containment. Conflicting Management Styles The text identifies five conflict handling styles, Collaborating Style, Compromising Style...

Words: 1150 - Pages: 5

Conflict Resolution at General Hospital

...Assignment #4 - Conflict Resolution at General Hospital Darlene Andrews Instructor’s name Course Title Date   1. Discuss the conflict that is occurring at General Hospital. The major conflict that is occurring at General Hospital is financial in nature. The hospital is facing a potential nosedive in revenue as well a decrease in patients with better health care plans that generate better revenue. As a result, the CEO Mike Hammer is faced with the dilemma on how to cut cost to prevent the hospital from going under financially and facilitating a medical staff that seems to be in direct conflict with his previous decisions and perception on how to solve the problem. Additionally there is a significant intergroup conflict amongst the critical stakeholders within the hospital preventing the development of a sound resolution to address the pending fiscal crisis. The hospital is troubled with all four fundamental sources of a intergroup conflict. The stakeholders in this scenario each represent a critical aspect of the hospital’s success. However, their ability to communicate effectively and work collaboratively together continues to be an underlying conflict as well. Ultimately Mr. Hammer will have to develop a solution that is amenable to the public, medical staff, board members and to the longevity of the hospital. 2. Discuss the conflict management styles that are evident in the case. Forcing, accommodating, and avoiding are the three conflict management styles...

Words: 1264 - Pages: 6

Conflict Resolution

...Abstract In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem. Conflict Resolution at General Hospital Discuss the conflict that is occurring at General Hospital For 13 years, from 1968 to 1981General Hospital grew as a nonprofit hospital in their community by 100 beds, from 175 to 275 beds, and still maintained 90% occupancy. It was able to upgrade its emergency room and contract outpatient services that they were not able to provide to a nearby medical center. Now this nearby medical center has underwent renovations and acquired state of the art medical equipment that is drawing General Hospital patients there for services, resulting in a 65% drop in their occupancy rating and a 35% increase in their Medicare and Medicaid patients, in which “reimbursement rates are to low and paperwork is to high, (Connely, 2009)” significantly decreasing the hospitals revenue and adding to its workload. (Hellriegel, Slocum pg. 545) In order survive and maintain the hospitals accreditation General Hospitals CEO Mike Hammer wants to expand their current services and add new service that will......

Words: 2149 - Pages: 9

Conflict Resolution at General Hospital

...| Conflict Resolution at General Hospital | Leadership and Organizational Behavior | | | 08/21/2011 | | Discuss the conflict that is occurring at General Hospital. There are several conflicts going on with General Hospital, the first conflict apparent is the Intrapersonal conflict for Mike Hammer. Intrapersonal conflicts occur when a person’s behavior results in outcomes that are mutually exclusive (Hellriegel, D., & Slocum, J.W. 2011). Mike Hammer feels that he is the only one who has the best financial interest for the hospital in mind. With several attempts to make changes to practices within the hospital in order to cut cost and seeing resistance and no success, he feels that he the only one reaching for the goal of saving the hospital. Once Hammer brings on Harding as a part of his team to make changes in the hospital, together they face Interpersonal conflict. Interpersonal conflict not only occurs when two or more individuals perceive that their goals are in opposition, but also occurs when there is some form of role ambiguity (Hellriegel, D. 2011). While Hammer and Harding are clear on their roles, Interpersonal conflict is apparent between Hammer and the Doctors of General hospital when it comes down to what practices the doctors will carry out on the patients. While Hammer believes eliminating some practices may save money the doctors see it as Hammer stepping outside of his boundaries and telling them how to perform their medical expertise...

Words: 1553 - Pages: 7

General Hospital

...Conflict occurs on every level of interaction- within families, among friends and especially in the workplace. “Interpersonal conflict occurs when two or more individuals who must work together, fail to share the same views, and have different interest or goals” (Wikipedia). How well you resolve a conflict determines the success and failures of a relationship or an organization. This paper will first identify the conflict that is occurring at General Hospital and then examine the conflict management styles currently being used by the Chief executive officer. Along with discussing the current conflict at General Hospital we will also discuss possible resolutions. The conflict that is in question at General Hospital is between Mike Hammer, the CEO, and the employees of the hospital. Mr. Hammer realizes that the hospital is in trouble, and takes it into his own hands to implement a cost reduction plan (Hellriegel & Slocum, 2011). The hospital had experience a dramatic decrease in patient occupancy rate in recent years due to increased competition from a nearby state of the art medical center and decrease revenue from more beds being occupied by Medicare and Medicaid patients (pg. 546). Mr. Hammer knew that cutting cost was one of the areas where the hospital could use to be saved. He was considering cost cutting and increased revenue within General Hospital. Recent attempts of cost cutting within General Hospital had failed years earlier. Mr. Hammer strongly felt that......

Words: 1635 - Pages: 7

Discuss the Conflict That Is Occurring at General Hospital.

...Conflict Resolution at General Hospital Dr. Lu Leadership and Organizational behavior- BUS520 November 27, 2011 Discuss the conflict that is occurring at General Hospital. General Hospital was developed as a non-profit hospital in 1968. In the 1980s, General Hospital had a high success rate with 90% occupancy in rooms. However, with the emergence of greater medical technological advances, General Hospital lagged behind a nearby medical center and lost majority of their parents to the competing hospital. Mike Hammer, CEO of General Hospital, realized General Hospital is in a major financial crisis and could face closing its doors if change does not occur. (Hellriegel & Slocum, 2011) Mike Hammer believed the key to cutting costs in a hospital setting is to reduce physician-driven costs. Hammer had previously implemented two different approaches to cutting physician-driven costs; however both approaches failed. After analyzing the previous failures, Hammer felt that reducing physician-driven costs must be done one physician at a time. Hammer believed by producing short-term wins employees will realize that change is necessary and can be done successfully, therefore generating buy-ins from employees who were otherwise opposed to the change process. Hammer brought in Marge Harding, COO of General Hospital, to help with the change process. Harding was given the task of finding areas where cost-reduction was necessary. ......

Words: 4505 - Pages: 19

Conflict Resolution at General Hospital

...Conflict at General Hospital: Failure to keep up with the changing medical environment is the major conflict at General Hospital. In the 1980’s, their patient beds were 90% occupied, however, lately the rate has dropped to approximately 65%. The drop off is due to a nearby newly renovated facility that has installed state of the art equipment. The hospital’s CEO, Mike Hammer, clearly understands that a change is needed for the future of the hospital. In the past, he has tried to focus on cost control however; he was repeatedly blocked by the Director of Medicine, Dr. Mark Williams. Dr. Williams believes that all of the spending stemmed from “the practice of good medicine”. (Hellriegel & Slocum, 2011; Hellriegel & Slocum, 2011) Unfortunately, the hospital’s Board of Trustees sided with Dr. Williams and his concerns about impeding the physicians’ ability to practice medicine with the CEO’s cost saving restraints. Hammer then hires a Chief Operating Officer, Marge Harding, who is instructed to keep communication minimal and use her authority to place contracts and fire any at-will employee that she deems necessary in order to save money and keep the hospital open. The COO decides to implement a new electronic EKG interpretation service, which would give the doctor’s a faster and cheaper response than the current system and, in Harding’s opinion, would save the hospital $100,000 a year. Under her own authority, Harding signs a one year contract for the EKG service. ...

Words: 1036 - Pages: 5

Conflict Resolution at General Hospital

...Conflict Resolution at General Hospital Christopher R. Long December 2, 2010 Leadership and Organizational Behavior Professor Rebecca Letellier Strayer University 1. Discuss the conflict that is occurring at General Hospital. General Hospital and CEO Mike Hammer find themselves struggling to compete against a local – newly renovated state-of-the-art medical center. Since the medical center opened, General Hospital lost 35 percent of its occupancy while gaining the same occupancy percentage in Medicare and Medicaid patients. With the increase of Medicare and Medicaid patients, the hospital is struggling to generate the revenues required to compete against the private health care sector. The challenge of General Hospital is to increase revenues while maintaining, improving, and expanding the current level and types of services provided. Over a period, Hammer explored and presented plans to reduce and contain hospital costs – especially costs driven and controlled by physicians. The Director of Medicine, Dr. Mark Williams felt that these measures would affect the hospitals ability to attract and maintain a pool of talented physicians and he could not support the plan. Hammer and Williams experienced levels of intrapersonal and interpersonal conflicts. Hammer believed passionately, that comprehensive cost control was the answer to increasing revenues while maintaining, improving, and expanding the current level and types of services.......

Words: 1315 - Pages: 6

Conflict Resolution at General Hospital

...Conflict Resolution at General Hospital Alecia Asbury Strayer University Leadership and Organizational Behavior – BUS 520 Dr. Kevin Williams November 22, 2011 1. Discuss the conflict that is occurring at General Hospital. Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party (Hellriegel/Slocum, 2011). The conflict occurring at General Hospital stems from competition coming from the nearby state-of-the-art medical center. General Hospital’s inability to compete with the medical center has resulted in their patient occupancy to drop from 90 percent to 65 percent. It has also resulted in a lost of revenue for the organization. To compete with the medical center, General Hospital’s CEO Mike Hammer is determined control costs and increase revenues within the organization. Mr. Hammer is unable to persuade the Director of Medicine, Dr. Williams or the hospital’s board of trustees to contain costs within at the hospital. In addition to this problem Mr. Hammer assigned Marge Harding, the hospital’s COO to dictate and solve the situation. Ms. Harding enjoyed challenging physicians so she allowed her ego and ulterior motives to achieve her personal goals. Dr. Williams and the rest of the physicians were furious that Dr. Boyers was fired and they worried about the potential legal liabilities for the inaccurate EKG reports. The type of conflict that has occurred is the intergroup conflict. ......

Words: 1071 - Pages: 5