BUS 520 Essays - Human Resource Management, Conflict Management

Case Study- General Hospital Running head: ANALYSIS OF: ?CONFLICT RESOLUTION AT GENERAL HOSPITAL? Analysis of: ?Conflict Resolution at General Hospital? August 22, 2010 Abstract This is paper will address the conflict at General Hospital and discuss the conflict management styles that are evident in the case. Next, there will be a discussion of how General Hospital could have used teams to address the cost reductions needed to stay competitive. A description of how Hammer can use negotiation skills to get buy in for the cost reductions will also be included. Finally, a strategy for Hammer to resolve the problem will be recommended. Cost control and management/physician agreement are the main conflicts at General Hospital. In order for cost to be reduced General Hospital?s CEO, Mike Hammer, will need to gain the support of the physicians on staff. So far Hammer has been unsuccessful in his past two attempts to control physician-driven cost: First when, ?he had tried to convince Director of Medicine Dr. Mark Williams to get the staff physicians to become cost sensitive in their decision making. Even when Hammer spotted a wasteful practice, physicians defended their actions as the practice of good medicine.? (Hellriegel & Slocum, pp. 546) Hammers second attempt was when he hired a consultant that made recommendations for a ?formal comprehensive cost containment program? which was not supported by the hospital board of trustee?s because the director of medicine opposed it. (Hellriegel & Slocum, pp. 546) Somehow, Hammer and the physicians at General Hospital will have to work together as one to reach their cost reduction goals so that they may expand and remain competitive in the industry. The conflict management styles that are evident in the case are the Forcing and Avoidance Styles. The forcing style ?refers to assertive and uncooperative behaviors and represents a win-lose approach to interpersonal conflict. Those... urement system as part of its initiative to keep the hospital without losing its license, understanding that the process provides a strong connection between the diversity strategy and business growth. In other words, they need to connect their anticipated needs in the employees current job and their focus on opportunity outside their current role (Hellriegel, D., & Slocum, J. W., Jr. (2011). Without firing the employees for what they did not do. For instance, Dr. Boyer was fired because the management (Harding) thought eliminating human efforts and replacing it with machines would help to reduce cost in the hospital (Hellriegel, D., & Slocum, J. W., Jr. (2011). ? ? ? ? ? ? ? ? In addition, the hospital needs to bring the leaders into the challenge, who will serve as a mediator among the employees participation to their job, performance and achievements. Following these, the leaders should be provided with employees feedback on which they can base development programs, hold leaders r esponsible and tie their reward to performance (Hellriegel, D., & Slocum, J. W., Jr. (2011). The initiatives for outside opportunities and measuring the working environment through a survey process should give the company an edge in competitive advantage. 4.? ? ? ? ? Describe how Hammer can use negotiation skills to get buy-in for the cost reductions ? ? ? ? ? ? ? Before Hammer can move the company ahead, he needs to recognize that a persons self efficiacy is dependent on the jobs with clear and challenging goals, knowing that his employees behaviors should be focused on job related tasks, high levels of performance and goal achievements (Hellriegel, D., & Slocum, J. W., Jr. (2011). He needs to be more concerned about the goals of the company, thereby motivating employees through meetings, bearing in mind that the value of goal setting is like motivating objectives. Involving the employees and managers in jointly setting goals accomplishes something because it limits the employees c apacity to respond to a challenge. ? ? ? ? ? ? However, his element in communication needs to be more openness about defining expectations for performance, while using it to determine the employees competency (Hellriegel, D., & Slocum, J. W., Jr. (2011). His leadership should be result oriented leadership style which he needs to integrate with the companys cost control experts on the details of the management lines. But on the big questions of the