Authority/Leadership

Authority/Leadership

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This week, you will have two (2) separate Discussion opportunities to complete your postings. Discussion 1 will ask for your advice as a manager and will contain two (2) cases. Discussion 2 will ask you to look at the difference between management and leadership, and the concept of emotional intelligence (EI). Be sure to respond to at least one colleague for each of the discussions

Post your responses to the Discussion based on the course requirements.

For Week 2 Discussion 1, please refer to the following Case Studies:

A. #55: To Manage the Manager (Authority)
Put yourself in Margie’s position. Using your Learning Resources to back up your decisions, how would you advise Nancy to proceed?
McConnell, R. (2011). Case Studies in Health Care Supervision, 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.

B. #50: Why Should I Always Go the Extra Mile? (Authority/Leadership)
Develop individual advice for both Harry and Millie based on the principles of organizational behavior addressed in your Learning Resources.
McConnell, R. (2011). Case Studies in Health Care Supervision, 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.

This week, you will have two (2) separate Discussion opportunities to complete your postings. Discussion 1 will ask for your advice as a manager and will contain two (2) cases. Discussion 2 will ask you to look at the difference between management and leadership, and the concept of emotional intelligence (EI). Be sure to respond to at least one colleague for each of the discussions
Post your responses to the Discussion based on the course requirements.
For Week 2 Discussion 1, please refer to the following Case Studies:
A. #55: To Manage the Manager (Authority)
Put yourself in Margie’s position. Using your Learning Resources to back up your decisions, how would you advise Nancy to proceed?
McConnell, R. (2011). Case Studies in Health Care Supervision, 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.

B. #50: Why Should I Always Go the Extra Mile? (Authority/Leadership)
Develop individual advice for both Harry and Millie based on the principles of organizational behavior addressed in your Learning Resources.
McConnell, R. (2011). Case Studies in Health Care Supervision, 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.

Case # 55 :  To Manage The Manager

Primary Topic —Employee Problems and Problem Employees
Additional Topics— Authority; Communication; Leadership; Motivation.

From the look on the face across the desk from her, human resources representative
Margie Olson thought she had better pay special attention to what supervisor Nancy
Wright was saying. Not ordinarily given to emotional displays, Nancy was clearly on
the verge of tears as she spoke of increasing frustration and pressure that she apparently
felt was to the result of the behavior of another supervisor.
“Please understand,” Nancy was saying, “that my job and the jobs of Linda
Williams and Mark Allen are extremely interrelated. The three of us work at the
same level and report to the same boss. Mark does just fine, and I don’t have any
problems because of him. But Linda is making my life miserable and I don’t know
how to change things.”
Margie asked, “Miserable how?”
“Linda simply will not address any real problems that arise and she continually
puts off any decisions that have to be made.”
“How does that affect you?”
“It means I do her work, and so does Mark. At least the more difficult stuff. She
schedules disciplinary conferences to happen when she’s conveniently not going to
be here. In the same way she procrastinates on decisions until someone else—usually
Mark or myself—is forced to make them.”
Margie asked, “Why are you and Mark always so conveniently available to bail
her out?”
“The way we’re organized, the three of us are set up to cross-cover each other’s
areas on virtually a minute’s notice. Jane Worth set it up that way.”
At the mention of the three supervisors’ mutual boss, Margie asked, “What about
Jane? Isn’t she aware of what’s going on with Linda?”
“I don’t know how aware she really is. Anyway, it seems like any time Jane calls
Linda on the carpet for anything, Linda manages to shift the blame to someone else.
Usually Mark or me. Remember, Linda was on the scene before I came here and
before Mark was promoted. Linda and Jane go a long way back, and anyway I’ve
never felt I could go to my boss with a complaint about a peer supervisor.”

Nancy was silent a moment, strain evident in her expression. At last she said, “I
don’t know how to fix this. I only know I can’t remain on this job forever picking
up the slack for a supervisor who refuses to be accountable.”

Instructions: Put yourself in Margie’s position and advise Nancy how to proceed in the matter of the apparent responsibility dodging by a fellow supervisor.

Case # 50:  Why should I always Go the Extra Mile?

Primary Topic—Communication
Additional Topics—Authority: Leadership; Motivation.

“I practically have to set a trap for my boss to get him to stand still and listen to me
for 2 minutes,” complained maintenance supervisor Harry Jones.
“I could almost say that you’re lucky,” said Millie Phillips. “I wish I could get
my boss off my back. All she’s ever doing is communicating.” Millie spoke the word
“communicating” with considerable scorn.
Harry shrugged. “I wouldn’t have thought there was such a thing as too much
communication. Half the time I’m in the dark as to what’s expected of me and my
crew. Outside of scheduled preventive maintenance, that is.”
“There is such a thing as too much communication. I know my job, but I’m
always being reminded how to do it. And if I’m being given a simple assignment
I don’t have to have it explained three times and then asked five times along the way
if I’ve got any questions. It’s a big, big pain.”
“I think I could use a little of that pain,” said Harry. “To get a few words in side-
ways with that guy I’ve got to follow him down the hall at top speed, trying to talk
while I’m nearly running.”
“How about department staff meetings?” asked Millie. “Or your regular meet-
ing? You do have a regularly scheduled meeting with your manager? Every supervisor I know has one.”
“If so it’s everybody but me. And staff meetings are as rare as major natural
disasters. Lots of staff meetings regularly scheduled, but always canceled for one
reason or another.”
Millie inquired, “Have you ever asked about a staff meeting? Or requested a
regular time for you to meet with him?”
“No.”
“Or put any of your concerns in writing to him? Tried to nail him down to
answering on paper?”
“I don’t think that’s my place,” said Harry. “He’s responsible for the operation
of the whole department, not me. He ought to have a real interest in communicating,

Resource :

McConnell, R. (2011). Case Studies in Health Care Supervision, 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.

•  Borkowski, N. (2011). Organizational behavior in health care (2nd ed.). Sudbury, MA: Jones and Bartlett.
Chapter 1, “Overview and History of Organizational Behavior”
Borkowski, N. (2011). Organizational Behavior in Health Care, 2e. Copyright 2011 by Jones & Bartlett Learning. Reprinted by permission.

Freshman, B., & Rubino, L. (2002). Emotional intelligence: A core competency for health care administrators. The Health Care Manager, 20(4), 1–9. Retrieved from http://auth.waldenulibrary.org/ezpws.exe?url=http://search.ebscohost.com/login.aspx?direct=true&db=mnh&AN=12083173&site=ehost-live&scope=site

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