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C200 Task 2 - Passed
Association and Leadership Evaluation (C 200)
Western Governors University
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Managing Organizations and Leading People Organization and Leadership Evaluation Task 2 ANON Western Governors University 1 Managing Organizations and Leading People 2 Table of Contents Organization Description 3 Leadership Practices 3 Effects of Current Leader on Culture 5 Current Strengths 5 Current Weaknesses 6 Current Opportunities 7 Current Threats 8 Strengths of the Current Leader 9 Weaknesses of the Current Leader 10 Recommendations for the Current Leader 11 Sources 13 Managing Organizations and Leading People 4 of the team members, to include more staffing, increased pay, and strong support from the higher ups within the company. One of the first things she did upon taking the management position was advocate for the short staffing and the nurse to patient ratios to be improved. This is something that took a lot of time and effort, as the push back for more money to support increased staffing was strong. Ultimately, she was able to obtain the money and the staffing for 4 additional mid shifts for the busiest time frames in the ED, along with 2 additional night and 2 additional day shift positions. This was huge in decreasing the work load, as well as the burn out rate for the team in the ED. The second practice Sarah has is being available and welcoming to all of the team members within the ED. This is important as a leader, as this allows for relationship and trust to be built within the team and the management. If a member of the team has needs or concerns, Sarah is available to discuss these concerns within a reasonable amount of time. She has what could be referred to as an open door policy for the team members. With her office within the ED, everyone is welcome to show up at her door and give a knock. If she is available, as she often is, she always happy to offer them a treat on her desk and welcome them to have a seat and discuss any concerns or needs they may have. The third practice Sarah has is running the ED very efficiently and effectively. With frequent visits from Joint commission, the hospital regulatory system, this is an ongoing, very stressful part of her position. She has to constantly be on the lookout for any violations that could be taking place, ensuring all team members are current on all required items, and that the entire department remains compliant with all rules and regulations. As with any rules and regulations, there will always be individuals that may choose to not be as up to date and complaint as a leader would wish for at all times. At times she may need to give disciplinary Managing Organizations and Leading People 5 actions or enforce compliance. She does this with a firm, yet understanding hand, keeping respect and trust intact at all times. A2. Effects of Current Leader on Culture Sarah has built a strong, understanding foundation within the ED. She has developed an environment that is built on open communication and building strong team work. She has built a culture of understanding and every team member knowing that she will fight for us to have the best work environment possible. She has made the culture of the ED somewhat softer and more giving. Sarah has been instrumental in adding additional staff to the ED to help support the extreme numbers of traumas and medical needs that come through the ED each and every day. She ensures that she speaks for the entire ED to the upper management and requests constant and strong support to the staff. Sarah, although has been an advocate for the team members within the ED, she has also, unfortunately hindered some of the work ethics. This has happened due to almost too much staffing. This seems to have fostered decreased work ethic and increased laziness at times within the department. Prior to Sarah taking over the management of the ED, all team members would work to their full potential, constantly on the move, and earning every dime of their pay check. Since Sarah has taken over, the team members, on average, have become more slack and less likely to fulfill their potential in every way. B1. Current Strengths Within the ED, there are a multitude of strengths, for this write we will be focusing on just two of them. The first strength being, the amazing team work and feel of the Managing Organizations and Leading People 7 rate of the longer standing employees has jumped significantly. Why this has recently occurred is something that could be debated and appears that everyone has their own opinion. Despite the reason for the increased reason for the recent turn over, this has led to a weaker staff with less over all experience within the ED. This can sometimes lead to weaker patient care and decreased patient satisfaction, along with increased stress within the department due to lack of trust in each individual. The second weakness would be the decreased work ethic of recent. With the increased staffing that has recently occurred, the need for the constant running and staying busy has decreased. Prior to the increased staffing, each team member had their own assignment, and depended on other team members that had their own assignment to assist when necessary. With the increased staffing now present, the addition staff is referred to as floats. This means these individuals do not have their own assignment and are left to assist the remainder of the teammates with their assignments. As can be expected, this leaves increased free time for either the floats, as they do not have assigned work, but are expected to assist when necessary, or for the team member with the assignment to set back and allow the float to pick up their slack. No matter which team member it is there is always an individual or two doing significantly less work, as the same amount of work is now spread between more team members. B3. Current Opportunities The emergency department has several external opportunities available to help developers it into a stronger department. We will look at two of those opportunities. The first of them is technology. In the current pandemic of technology can be not only helpful to patients, but can also be life saving for some. Tele Health could be critical in allowing some patients to stay home and receive a health assessment Managing Organizations and Leading People 8 from the safety of their own home. Through the process of dealing with the COVID pandemic, it has become apparent that individuals are avoiding due to concerns for exposure to COVID. Some of these individuals have critical needs that should be addressed, but that are being pushed off or ignored due to the exposure to their health. Tele health could be a way for the provider to talk to patients and complete a limited assessment through a computer screen and advise accurately whether the patient is safe to stay home and isolated, or if their condition warrants a visit to the ED for care. This benefits the patients as they are able to continue to receive some healthcare while remaining isolated, as well as benefits the ED in preventing a large influx of patients needing to remain isolated during their visit to the ED. A second opportunity is developing partnerships with external locations and clinics. Reaching out to shelters, clinics or businesses that remain open through the pandemic to partner up to support the underserved community throughout the city. This could include dispersing accurate information about COVID, as well as multiple different illnesses and medical needs or concerns. This could also include dispensing items that can assist with the social distancing and cleanliness concerns, top include face masks, sanitizing items such as bleach wipes and hand sanitizer, additional shelter supplies to prevent overcrowding of shelters and tents. The list is endless of the opportunities available to educate and assist the indigent populations. This would benefit the ED continue to spread the word about COVID and other current healthcare concerns with factual information instead of inaccurate information that could be spreading across the indigent population. B4. Current Threats Alternatively to the opportunity, technology can also present its own threat within the ED. With telehealth, there is a risk of HIPPA violations either on the part of the department its Managing Organizations and Leading People 10 The second strength that Sarah has is her charisma. Sarah is able to charm and inspire others to follow her as a strong leader based on her character and other qualities. Charisma is one of the eight attributes leading to the success of a transformational leader and the ability to motivate followers (Rolfe, 2011). The third strength that Sarah has is the ability to motivate and inspire all member of the team. I have been witness to team members, as well as myself, going above and beyond, to reach for higher goals and become a better and larger part of the team all due to ability to motivate us all. C2. Weaknesses of the Current Leader Just as Sarah has several strengths, she also has her fair share of weaknesses. One of weaknesses is that she has difficulty with consistency. At times Sarah is not able to treat all member of the team equally and at times appears to almost show favoritism for certain individuals. This can cause issues within the team as some members feel as if they should not speak up or share their feelings or thoughts out of fear of not being heard. The second weakness of is that she can come across and presents herself as being overbearing and even stifling to some of the team members. One of the traits of transformational leader is acknowledging and involving team members in (Rolfe, 2011). At times, Sarah will only allow certain individuals to be a part of or part of certain groups and not allow them to live up to their full potential. Although I do not believe this is done in malice, it can stifle creativity and growth in the team. The third weakness Sarah has, can be viewed many as a strength. Within the ED though, this has been detrimental to the work ethic and the ability of the team members to live up to expectations. It has been noted that suggest that responses to excess depend on the Managing Organizations and Leading People 11 kind of supply under (Tepper, Dimotakis, Lambert, Koopman, Matta, Man Park, 2018). Sarah has difficulty finding a middle ground and the correct supply and demand to allow for the team members to fulfill their potential but also have the help they need when the ED gets busy and assistance is needed. C3. Recommendations for the Current Leader Although Sarah is a great leader and has been an amazing advocate for the ED , the staffing and the team members as a whole, she, as with anyone has room for growth and improvement. First, Sarah needs to better assess the supply and the needs of the ED staffing. As much as she has the best intention of assisting with the needs of the team members, ultimately this is taking away the ability of the team members to have the fulfillment they need. Often when there is much of a good there is a less than favorable experience (Tepper, Dimotakis, Lambert, Koopman, Matta, Man Park, 2018). This could be done spending some time out in the ED and better assess what is being completed and whom. It needs to be noted how much free time is spent doing non work activities and which times of the day more staffing is necessary to appropriately support staff. This would assist with the high burn out rate of team members feeling they may need more support and team members that feel they are not receiving the fulfillment they desire. Second, Sarah needs to step back when appropriate and allow for all team members to join what interests them with in the ED. This allows for each team member to grow and strengthen themselves and them to show their full creative capacity to benefit the department as a whole. This benefits the entire organization as the team members feel valued at the ability to have input into the vision of the organization (Rolfe, 2011). Managing Organizations and Leading People 13 Sources Athanasaw, Y., Endres, G., L., Polak, R. (2009) The Individual Culture Values and Job Satisfaction of the Transformational Leader. Organization Development Journal Rolfe, P. (2011, April) Transformational Leadership Theory: What Every Leader Needs to Know. Science Direct, 9(2), DOI Tepper, B. J., Dimotakis, N., Lambert, L. S., Koopman, J., Matta, F. K., Man Park, H., Goo, W. (2018). Examining Follower Responses to Transformational Leadership from a Dynamic, Fit Perspective. Academy of Management Journal, 61(4), DOI
C200 Task 2 - Passed
Course: Association and Leadership Evaluation (C 200)
University: Western Governors University
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