CONFLICT RESOLUTION
By glancing through the context, it is understood that conflict is defined as a process in which one part perceives that its interests are being opposed or negatively by another party. This document discusses this conflict which is occurring at the General Hospital and looks into the different management styles to address the issues. Here the parties with opposite interests are, one led by the CEO Mike Hammer and the opposite is represented by Dr. Mark Williams, the director of Medicine. Mark is supported by the physicians. The board of trustees of the hospital is also against the decisions made by Hammer.
The issue can be described as cost cutting measure, to advance the technological medical services; CEO Hammer had to find ways to reduce expenses thereby to increase the revenue. He thought that the hospital will lose its accreditation and funding, in the absence of such cost reduction. From the analysis, Hammer understood cost reduction can be implemented effectively by changing the processes being followed inside the hospital. As a sample, Hammer felt that the transportation costs of the physicians was very high. Hammer then exposed his findings to Dr. Williams. But Williams was not satisfied with the reasons stated by Hammer and felt the current practices are the best and he was opposed against changing any of the process. Since the meeting was a failure with Dr. Williams, Hammer thought of an alternate plan. Hammer provided authority to Marge Harding , the Chief operating officer, to reduce this expenses in some ways. Harding took a harsh decision of firing Dr.Boyer who interpreted the EKG machine and purchase computerized EKG interpretations. Harding that this decision will results in huge cost savings for the hospital. But Harding herself was also not very true to herself. She had her personal goals and she took this authority to