How I solve Conflicts in a Health Care Organization
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How I solve Conflicts in a Health Care Organization
In any organization, conflicts in most cases must arise, and it only requires the management to establish the necessary conflict management techniques for the benefit of the organization and the employees. As a manager in the health-care organization, I employ negotiation and collaboration, mediation and disciplinary actions in solving conflicts (Fallon, Begun & Riley, 2012). In most cases, I use negotiation and collaboration when solving conflicts at their early stages. In this technique, I, usually, intervene between the conflicting employees and attempt to negotiation a solution to the matter that they are conflicting about. In the process, I encourage both conflicting parties to brainstorm and innovate ideas and suggestions that would result to a solution that suits both of them. In meditation technique, I, usually, summon both conflicting parties and stimulate an open and effective communication between them, in an effort of getting a mutual acceptable solution to their conflict.
For disciplinary technique, I usually apply it to those employees who fail to avoid conflicts even after negotiation and mediation techniques are applied to them or to those employees who fail to observe the established policies of avoiding conflicts. These disciplinary actions may include unpaid time off, verbal reprimands, suspension for some days among others (Fallon, Begun & Riley, 2012). These simple disciplinary actions, usually, shock these employees and others and in the future avoid conflicting to greater extents.
From these conflict techniques, I consider myself as a competent manager who has adequate conflict resolution skills and one who can operate in any organization in a managerial position. Most of the instances that I happen to resolve conflicts I realize outstanding results such as reduction of productivity mishaps and a strong positive relationship is build-up between the conflicting parties.
Chapter 8 Question: Importance of human resources in a health care organization and ways of retaining valued employees
Human resources are considered as the cornerstone of health systems. Health human resources include; Nurses, doctors, community health workers, management personnel and among others. These human resources ensure planning and delivery of quality health care services to the patients. The delivery of these services is the ultimate aim of any health care organization since they determine the stability, survival and expansion of the health organization. Quality services from human resources ensure patients` satisfaction, and this makes those patients to market a good reputation of a particular health organization which in the long run attract more and more patients. In addition, the services of health human resources ensure best outcomes of the patients such as recovery are realized, which prolongs the survival and productivity of the patients to themselves and to their nation (Hammaker & Tomlinson, 2011).
To lose productive employees is a big loose to any health care organization. For me as a manager, I would adopt and implement employee performance appraisal methods such as rewarding and recognizing their performance. Rewarding employees may be in form of many ways such as giving them individual cash awards, giving them non-monetary items, promoting them to another level, giving them time-off, honor awards among others. Employee recognition may involve appreciating the good work of the employee such as telling them they have done good work. All this motivates these employees, and the consequential result is that they maintain their level of production and will rarely think of quitting (Hammaker & Tomlinson, 2011). Motivating these employees would also challenge and stimulate the other less performing employees to work hard in order to be rewarded or recognized by the organization.
Chapter 9 Question: major indicators of organization culture and how these indicators help with diversity
Organizational culture is the behavior of individuals in the organization and the meaning that those individuals have on those behaviors. Organizational culture is composed of values, assumptions and tangible signs of organizational employees or members and the manner of their behavior. Organization indicators, therefore, can be identified from employees’ behaviors, leadership style, service delivery, mission, vision, goals of the organization among others (Wang & King, 2009). Employees` relationship among themselves and their managers dictate much about the culture of a given organization. Positive employees` relationships create an organizational team that helps in realizing the goals and objectives of the organization. Authoritative managers exercise their mandate over the employees through constant supervision, and this makes the latter to avoid work in the absence of these managers. Effective managers act as coaches through guiding and teaching employees how to work without supervision. The delivery of services that have been incorporated with technological advances leads to high-quality products which in the long run lead customer satisfaction (Barrick, 2009). The organizational goals, mission and vision dictates how both the employees and their leaders should operate in order to achieve them.
These indicators of organizational culture help the organization to achieve better decision-making processes and improve mechanisms of solving organizational problems. In addition, employees working as a team promote creativity and innovation which leads to the production of better high-quality products or services and the potential to compete with other competitors in the market. Consecutively, employees from different organizational departments can deliver their services all in the direction of achieving the organization`s goals, vision and mission (Wang & King, 2009).
Barrick I., (2009). Transforming Health Care Management. Jones & Bartlett Learning, ISBN-13: 9780763744502.
Fallon L., F., Begun J., W., & Riley W., J., (2012). Managing Health Organizations for Quality and Performance with Access Code. Jones & Bartlett Publishers, ISBN-10: 1449653278.
Hammaker, D. K., & Tomlinson, S. J. (2011). Health care management and the law: Principles and applications. Clifton Park, NY: Delmar/Cengage Learning.
Wang, V. C. X., & King, K. P. (2009). Fundamentals of human performance and training. Charlotte, NC: Information Age Pub.