Working with individuals-Essay

Order Instructions:
Return to “The Merger of Two Competing Hospitals: A Case Study” on pages 397–403 in Introduction to Health Care Management.

Continue to build the outline for your Team Project by developing a section on fostering productive interpersonal relationships within the organization.

Consider the following:

• What challenges are likely to be encountered? Think about how you would work with various individuals who may have differing values, motivations, and emotional intelligence skill sets; occupy diverse professional roles; and come from the two different organizational entities (PRMC and BRMC) that have merged.

? Begin by considering the members of this team (including the various roles reflected). Then think about the other people who may be part of the transition team, as well as all of the people who work in the organization (including those who may be your direct reports).

? What questions would be helpful to pose in order to ensure everyone is engaged and committed to the work ahead?

? What steps would you need to take to help each individual navigate these changes?

? What are some of the intrapersonal and interpersonal barriers that might need to be addressed moving forward?

• What are some strategies for assessing individuals’ needs and addressing them?

• How would you formulate a rationale for why these considerations are important for organizational success (e.g., promoting patient satisfaction, surpassing competitors)?

The Assignment

Create a clearly titled section in your outline for this week’s material, such as “Working With Individuals.” The following key points should be addressed in this section of your outline:

• Challenges that are likely to be encountered with regard to working with various individuals

• Strategies for assessing individuals’ needs and addressing them

Readings
Course Text: Organizational Behavior, Theory, and Design in Health Care
Chapter 3, “Attitudes and Perceptions”
Chapter 5, “Content Theories of Motivation”
Chapter 6, “Process Theories of Motivation”
Chapter 7, “Attribution Theory and Motivation”

These chapters draw on psychological theory to explain what motivates individuals’ actions in health care organizations. As you read, bring to mind your own experiences and the behaviors you have noticed in working with others and be sure the read the case studies.
Course Text: Results That Last
Chapter 9, “Satisfied Employees Mean a Healthy Bottom Line”

This chapter assesses the connection between employee satisfaction and organizational effectiveness and offers practical suggestions for improving relationships with employees.”

Chapter 10, “Know Your Employees’ What”

This chapter focuses on a key tool for improving employee satisfaction.

Chapter 12, “Build Individual Accountability”

This chapter provides strategies for promoting individual accountability and personal ownership of work, which is vital for organizational success.

Chapter 13, “Harvest Intellectual Capital”

This chapter builds on the information presented in Chapter 12 with tips for fostering innovation among employees, which helps to promote a culture of individual accountability. As you read, think about what you were introduced to in Week 3 with regard to innovation and organizational progress.

Chapter 15, “Find and Recognize Difference Makers”

This chapter suggests that sharing stories of organizational heroes motivates employees to achieve desired results.

Article: Fox, M. L. (2006). Job design. In Encyclopedia of career development. Thousand Oaks, CA: Sage. Retrieved from http://auth.waldenulibrary.org/ezpws.exe?url=http://www.sage-ereference.com/careerdevelopment/Article_n145.html
This article addresses the sociotechnical systems approach and job satisfaction.
Note: Links to the following reports are located within the Team Project, Part V, Section B.

Report: Development Dimensions International. (2008). Feedback report [Traditional individual]. Author: Bridgeville, PA.

Report: Development Dimensions International. (2008). Evaluation feedback report [Targeted individual]. Author: Bridgeville, PA.

Fact Sheet: Development Dimensions International. (2008). Facts—Leadership Mirror®. Author: Bridgeville, PA.

Fact Sheet: Development Dimensions International. (2008). Facts—Targeted Feedback®. Author: Bridgeville, PA.

Report: Development Dimensions International. (2008). Feedback report [Traditional group]. Author: Bridgeville, PA.

Report: Development Dimensions International. (2008). Evaluation feedback report [Targeted group]. Author: Bridgeville, PA.

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