Dr. Adeniyi Mofoluwake. MPH 543 Leadership and Organizational Management. Week 4 Paper. Instructor Dr. Shantel Anderson

Transcription

1 Dr. Adeniyi Mofoluwake MPH 543 Leadership and Organizational Management Week 4 Paper Instructor Dr. Shantel Anderson A Management Development Program for Beltway Healthcare System 1 P a g e

2 A Management Development Program for Beltway Healthcare System As the new consultant of Beltway Healthcare System (BHS) appointed to develop a management development program which will be the vehicle that managers can use to develop the necessary skills and knowledge to drive organizational change and improve the system's performance; one would propose to the management of BHS to adopt changes in the organization behavior, organizational power, organizational leadership, organizational group dynamics, and organizational change management (Borkowski, 2011). Proposed changes in the organizational behavior One will propose the BHS management adopts a team-managed environment by socializing and interacting with all employees in the organization and getting them to believe in the management believes in (Borkowski, 2011). This will also encourage the management to be concerned about motivating these employees both intrinsically and extrinsically; exercise genuine concern for the employees and get the employees to collaborate with the management (Borkowski, 2011). One will also recommend that BHS s management adopts and uses Douglas McGregor s proposed Theory Y that creates opportunities, removes obstacles, encourages growth and learning for employees (Borkowski, 2011). This will in turn create a certain degree of freedom for employees to direct their activities and assume responsibility by decentralizing and delegating decision making, job enlargement, and participative management (Borkowski, 2011). Workplace diversity should be adopted. This will enhance synergism, freedom and growth potentials of employees; reduce the likelihood of conflict and easy resolution in the event 2 P a g e

3 that conflicts occur (Mayhew R., 2014). Employees will accept and respect each other regard less of their religion, nationality, color, race or political opinion (Salisbury & Byrd 2006). Proposed changes in the organizational power According to Borkowski (2011); power is an essential part of organizational behavior. Individuals may hold and exercise multiple sources of power simultaneously. One would propose the development of a power base (Borkowski, 2011). Beltway Healthcare System (BHS) managers should develop a power base by; Creating a sense of obligation by not sacrificing themselves to do favors for persons who might be obligated to return those favors. Building a reputation as an expert in certain areas by maintaining an appropriate professional reputation and track record (Borkowski, 2011). Trying to mentor their employee s to unconsciously identify with them and the ideas they represent. Creating a perceived dependent environment within the organization by getting the employees believe that they are dependent on the manager. This can be achieved by securing resources needed by other employees to get their task or job done as well as making it known that the manager has the ability to withdraw the resources. Managers can also associate with other powerful persons and organizations; influence other s perception of resources available to the manager and judgments; and pay attention to the trappings of power, their reputations and images (Borkowski, 2011). 3 P a g e

4 In an organization, a lasting impact can result from managers that build their power based on perceived expertise or on identification. They easily influence their employees attitudes and immediate behaviors (Borkowski, 2011). Proposed changes in the organizational leadership One should make recommendations that will move forward BHS S organizational leadership and enhance its effectiveness. One should strive to make the managers leaders. Managers in addition to directing the employees and holding them responsible should inspire them and help them adapt to changes. Leadership can be learned, cultivated through work experience, training, education, opportunity, motivation and even a little luck (Borkowski, 2011). Managers should be trained, educated, motivated, and given opportunities to possess the necessary drive (achievement, ambition, energy, tenacity, and initiative), cognitive ability, honesty, integrity, self-confidence, knowledge of business and desire to lead (Borkowski, 2011). Leadership style clearly impacts group productivity, behaviors and interpersonal; relationships among group members (Borkowski, 2011). The democratic leadership style should be adopted by BHS managers. The democratic leadership style is successful; it is synonymous with a high group morale and friendly relationship between group members and leaders (Borkowski, 2011). Managers that aspire to be leaders should be able to influence employees to higher performance and satisfaction levels. This can be achieved by adopting an initiating structure that values tasks and goals and an organization that is employee centered (emphasizes interpersonal relations, is interested in its employees needs, set specific goals, empowers employees to 4 P a g e

5 achieve these goals and accepts the individual differences among its employees) (Borkowski, 2011). According to Borkowski (2011); employee-centered managers are the most effective. Proposed changes in the organizational group dynamics One can effectively move an organization towards its strategic goals by analyzing contingent factors, matching leadership style properly, influencing other employees to collaborate and participate in achieving economic stability and corporate success (Borkowski, 2011). Being a healthcare environment, BHS managers need to rise up to times of uncertainty and move forward to reduce potential threats and exploit opportunities by analyzing and responding to contingencies that influence and enhance a leader s effectiveness (Borkowski, 2011). Educating, training and empowering BHS employees in order to create a shared perception by managers and employees of the need for change, informing them of the need for change, the consequences of change and then, the pressure for the need for change will lie within employees of the organization (Cartwright, 2008). Proposed changes in the organizational change management BHS should lay emphasis on their managers acquiring the needed skills and knowledge to better manage these proposed changes. The four key practices underlying organizational best practices should be adopted (Kandt, n. d.). They include; Ensuring Beltway Healthcare System processes supports its business needs by making sure each of these processes increases BHS s values by supporting its vision and the vision s supporting strategies. 5 P a g e

6 Engaging managers who are effective (trust worthy, intelligence, have integrity) at multiple levels of the organization that can successfully support and execute BHS business processes (Kandt, n. d.). Setting up a planning process that aims at maximizing returns on investment and minimizing risks. Measuring BHS S services and its quality. This will allow BHS to determine its change rate, evaluate the success of its change process, compare its rate of actual change with its planned change and allocate its resources depending on the difference between its actual and expected progress (Kandt, n. d.). Methods best suited to achieve these goals Managers need to develop knowledge and a working application of contingency theories in order to enhance their ability to make a success of their managerial responsibilities to predict, explain and control (Borkowski, 2011). These goals can also be achieved by engaging employees and encouraging them to adopt a new way of carrying out their activities by changing some or all of the management and support team (Change management learning center, ). Other methods that can be adopted to achieve these goals include; Aligning BHS s goals of effort to support BHS s change strategy. Ensuring the managers are committed to the change process, communicate the corporate vision to others and empower employees to act and be consistent with the behaviors of change (Kandt, n. d.). 6 P a g e

7 Engaging experts and stakeholders in positions of authority whom are known to possess excellent communication skills; are creative, analytical, insightful and, open-minded; and have the ability to focus on the change vision as a change team tasked with the responsibility of controlling the goals, measuring them, resolving conflict and defining team roles (Kandt, n. d.). Create and maintain a superior change team to act as checks and balances for the change team. They will make a subjective decision on the members of the change team. Plan to continuously improve on the existing management development program. This will enhance BHS s services, reliability, and efficiency; enhance its customer satisfaction and performance measures (Kandt, n. d.). Adopting a well planned and sustained integrated multicultural approach which includes policies and practices that support cultural competence and invariably workplace diversity at BHS (Salisbury & Byrd, 2006). Regular employee and managers training and development programs. 7 P a g e

8 References Borkowski, N., (2011). Organizational behavior in health care. (2 nd Eds). Sudbury, MA: Jones and Bartlett Publishers. Cartwright, D., (2008). Achieving Change in People: Some Applications of Group Dynamics Theory. Retrieved from: _Group_Dynamics_Theory.sflb.ashx Change management learning center, ( ). Roles in change management. Retrieved from: Kandt, K., (n. d.). Organizational change management principles and practices. Retrieved from: Mayhew, R., (2014) Why Is Diversity in the Workplace Important to Employees? Houston chronicle. Retrieved January 8, 2014, from Salisbury, J., & Byrd, S. (2006). Why Diversity Matters in Health Care. CSA. Retrieved January 7, 2014, from 8 P a g e