...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 Hammer...
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...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. Intergroup...
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...“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...
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...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. ...
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...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 to...
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...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. Williams...
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...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...
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...| 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...
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...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...
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...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 under...
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...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...
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...Running head: CONFLICT RESOLUTION AT GENERAL HOSPITAL Conflict Resolution at General Hospital Verisha Barrett Strayer University Leadership and Organizational Behavior BUS 520 Dr. Edward Olanrewaju August 20, 2010 Conflict Resolution at General Hospital Conflict happens daily, whether it happens individually or between two or more individuals. Conflict can be bad or good depending on how an individual or group respond and understand conflict. Conflict when viewed results from caring. When each person involved in the conflict needs something. Each person becomes frustrated because he or she realized that he or she has to give up something that he or she likes or cannot obtain something that he or she desires. 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, Jr., 2011, p. 384) There are different levels of conflict, these are: * Intrapersonal Conflict – “The conflict that is happening inside of an individual is intrapersonal conflict. This type of conflict takes place when there is an inconsistency in our ideas, attitudes, emotions or values.” (Cox, 2009, p. 1) * Interpersonal Conflict- “Interpersonal conflict is the conflict that takes place between individuals--friends, family members, couples or even strangers. These types of conflicts usually take place when people communicate directly...
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...Conflict Management Conflict Management Yamil Little Strayer University BUS520 Dr. Anthony Hughes 02/27/11 Conflict Management Introduction In today’s ever-changing business environment organizations encounter varying levels of intrapersonal, interpersonal, intragroup, and intergroup conflicts. Intrapersonal conflict is a battle within oneself, which usually involves a life goal and/or change. Interpersonal conflict is when two or more people have opposing perspectives to a given situation. Intragroup conflict is when disagreements occur amongst some or all members of a group and ultimately affects productivity. Intergroup conflict is when disagreements occur between different teams or groups. The success and efficiency of an organization depends a great deal on how well individuals handle conflict. Each person handles interpersonal conflict differently and generally falls under the collaborating, compromising, forcing, accommodating, and avoiding styles of conflict handling. The collaborating style addresses conflicts with a win-win approach presented to opposing perspectives. The goal is to find a mutually beneficial solution to organizational conflicts. For a collaborating style of conflict management to be successful a high level of cooperation and assertiveness amongst the group is needed. The compromising style of conflict management addresses issues with a give-and-take approach. In comparison to the collaborating...
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...Discuss the conflict that is occurring at General Hospital. A conflict is to come into a collision or disagreement; be contradictory, at variance, or in opposition or to clash. Conflicts can be good as well as bad. A conflict not only depends upon perspectives but also upon how concerned parties react to certain situations. There are four primary levels of conflict: intrapersonal, interpersonal, intragroup, and intergroup (Hellriegel and Slocum, 2011, p. 385). The conflict that is occurring throughout General Hospital pertains to finances. General Hospital is having problems in revenue and a decline in patients with better health care plans that generate better revenue. Mike Hammer, Hospital CEO, is now dealing with the problem of cutting cost to prevent the hospital from going into a financial dilemma. Hammer also faces the problem of facilitating staff that agree with his previous decisions and perception on how to solve the problem. Physicians are focusing on personal benefits from representatives of pharmaceutical companies that distributes to the hospital. Each physician and clinician employed are paid a very high salary and the pharmaceutical companies are aware that the physicians are interested in favors if they use products at the hospital. This makes representatives of pharmaceutical companies to easily get their products in the General Hospital. This practice has started a serious problem. Some pharmaceutical companies increased the prices of their products...
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...“CONFLICT RESOLUTION AT GENERAL HOSPITAL” Page#1 Conflict Resolution at General Hospital Professor McGrath Leadership and Organizational Behavior Bus 520 6/06/2011 Page#2 Discuss the conflict that is occurring at General Hospital Conflict at General Hospital seems to have started before CEO Mike Hammer hired Marge Harding. When hiring Harding conflict just seemed to escalate to a new level. Harding lacked importance of commitment, she showed this when the new life altering technology was being installed, vacation time. It also seems like she displayed a little fight and flight minus the fight. Harding left her assistant in charge of handling the first week of a “New Way”. She also displays no regard to Team/Leader expertise, Harding solely based her decision to implement this new way of having tests read on advice from a former colleague with alternative political motives. Harding was sure with this cutthroat hardnosed decision she figured she would be able to skip a couple of rungs on the ladder to leadership. Bad decisions as this only escalated conflict, especially when the decision to fire co-worker Dr. Baker who was a trusty EKG reader, without consulting or informing co-worker. That one mistake caused a notion that there were never going be any likely hood of commitment from the staff Discuss the conflict management styles that are evident in the case. Most evident is an Intrapersonal Conflict, when Harding displays attributes...
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