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Manager Morale at Uptown Hospital

Regarding the case under analysis, organizational and operational issues are at the core of the problems within Uptown Hospital (Agoritas, 2009). The manager failed to define the root of the problem and provide the corresponding solutions to it. Lack of standardization indicates the shortcoming of the currently established managerial polices addressing internal structure and cooperation within nurses. In this respect, several strategies should be implemented to improve the situation. First of all, it is necessary to define the weakest links of the managerial chain that is reluctant to integrate innovation and change to the department. Second, creating a collaborative model aimed at experience sharing and exchange among the staff members. Finally, introducing a strong network where information flow among the workers is sufficiently ensured.

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Influence of the Identified Strategies on the Underlying Issues

Promoting change and innovation can help both managers and their subordinates learn new techniques for promoting improvement and increasing quality of patient care. The employee should become aware of the primary purpose of the hospital – to provide effective medical treatment and constantly improve the quality and safety of health care delivery. Therefore, they should encourage innovative techniques and patterns rather than express their reluctance to accept changes (Kovner et al., 2009). Second, a collaborative model introduced to the hospital will significantly differ from the one established previously in the organization. Specifically, the familiar atmosphere will be discouraged; instead, all the members will be encouraged to adapt to new changes and adjust to behavioral patterns to increase credibility and reliability of services. Finally, regular information flow through technological advancement should be introduced to ensure high level of data exchange among the members.

Rationale for the Identified Strategies

The above-identified strategies are completely congruent with previously explored practices related to importance of effective leadership and management in the field of healthcare. Importance of effective leadership is paramount for proliferating and strengthening a healthy cultural environment within a hospital. In this respect, Denham (2009) reports, “communication failure among administrative leaders, midlevel managers, and frontline caregivers regarding quality goals is a major problem” (p. 188). Hence, human resources constitute a strong instrument in improving and sustaining successful development of a hospital. With in mind, it should be stressed that emphasis placed on leadership is imperative for overcoming communicational and organizational problems and enhancing organizational culture. More importantly, the identified strategies will also contribute greatly to shaping a health atmosphere among the employees.

Effective leadership does not only involve effective monitoring and introduction of possible change, but fast identification of existing problems and misunderstandings among the employees. This strategy defines the importance of building a strong and coherent culture of employee retention. In this respect, the art of listing should come to the forth to ensure fruitful cooperation and communication between managers and their subordinates (Denham et al., 2008). Thus, recognition of such factors as authority, human performance, knowledge barriers, and health literary factors influence the development and improvement of organizational management. Moreover, it significantly contributes to the art of active listening and support. Overall, the case under consideration requires implementation of the proposed strategies in complex. All the strategies should be applied simultaneously for the organization to progress the core moral, ethical and cultural values. Finally, innovation and change should also be among the priorities.

References

Agoritas, S. (2009). Short Case 2: Manager Moral at the Uptown Hospital. IN A.R. Kovner, A.S. McAlearney., & D. Neuhauser. (Eds.). Health services management: Cases, readings, and commentary (9th ed.). Chicago: Health Administration Press. pp. 69-71.

Denham, C.R. (2009). Are you infected? Journal of Patient Safety, 5(3), 188-196.

Denham, C.R., Dingman, J., Foley, M.E., Ford, D., Martins, B., O’Regan, P., &Salamendra, A. (2008). Are you listening… Are you really listening? Journal of Patient Safety, 4(3), 148-161.

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Kovner, A. R., McAlearney, A. S., & Neuhauser, D. (Eds.). (2009). Health services management: Cases, readings, and commentary (9th ed.). Chicago: Health Administration Press.

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