1. Make a complete list of the major concerns that face Charlotte Kelly as she begins...

 

Transcribed Image Text:

1. Make a complete list of the major concerns that face Charlotte Kelly as she begins this new assignment. 2. Prioritize the items on your list. 3. Review the three major concerns you have listed, then write the suggestions that might help Charlotte Kelly deal with these concerns. 4. Why is it important to observe and make the list in (1)? YOU MAKE THE CALL! XON WEKE THE CHILLIT Every chapter in this book begins with a short case section titled You Make the Calll After reading each case, decide which decision(s) or course(s) of action the person de scribed in the case should make or take. As you read each chapter, think about how the concepts apply to the opening problem. You are Charlotte Kelly, evening shift admitting services team leader at Community Medical Center s Pine Village. The Pine Village facility is located in a small Southern city located about 30 miles from its closest competitor and has 240 beds. (see Figure 1.7, A sample values and belief statement ). In recent years there have been many changes in the healthcare industry. The implementation of the Affordable Care Act caused many companies to adjust their policies. The Pine Village facility recently announced that 22 positions were being eliminated and that one floor of the hospital was being closed due to the lack of need. Charlotte, like many others at Pine Village, read the same recent Business Week article that said, In the next few years we will see an expansion of the number of people entering the healthcare system. In fact, by 2016, as many as 30 million more adults will have health insur- ance. Plus, each day, thousands of baby boomers will become eligible for Medicare. She knew that more and more people will need care, but their stays in the hos- pital are only a few days. When her children were bom, she was in a hospital for a week; now they may be in a day and out the next. New technology in healthcare has driven up the costs across the board. The article went on to talk about how to compare quality to cost. The Affordable Health Care Act, according to the Kaiser Fam- ily Foundation, has seen employers cost shifting, making employees pay a higher portion of the cost of dependent and spouse coverage. When you graduated from nursing school 30 some years ago, nursing jobs were plentiful. You began as a cardiac care nurse at a hospital in Greenville, South Caro- lina, where you met your future husband and began a family. Shortly after your youngest child graduated from high school, your husband was killed in an automobile accident. You moved to Pine Village to be near your sister and her family. As nursing jobs were scarce, Pine Village was looking for someone to be the admitting depart- ment s evening shift team leader, a job you accepted. As a shift team leader, you assumed summary supervisory responsibilities but you were limited in authority and were not part of the hospital s management team. The admitting department supervisor was Pat Graham. Shortly after getting the job, you began attending classes at a local community college in the area. You received a certificate in medical records technology and decided to take a couple of courses in supervision and organizational leadership. One of your favorite profes sors was Bernin Ray, a middle-aged supervisor at one of the local companies. Mr. Ray usually began each class with a current problem or issue that required students to interact and expand upon their leadership perspec- tives. The textbook, Supervision: Concepts and Practices of Management, had critical incidents where you make the calls that were relevant to most of the people in the class. You liked the team approach to learning because your fellow classmates brought a variety of experiences to the class and you learned from each other Early Wednesday afternoon, your boss Pat Graham sent you a text message asking you to come in early that day and meet with her in her office. Much to your surprise, Norma Elward, human resource supervisor and hospital administrator Larry Stuckey were also pres ent. Stuckey began the conversation, Charlotte we are pleased with the job that you have done as a team leader on the evening shift. You have been an excellent role model and from all reports, have communicated very well with your team members. You have a reputation as being someone who expects a lot and gets positive results because you expect no less from yourself. People tell me that you have encouraged your associates to get involved and to understand how their job performance affects patient care. Stuckey paused briefly then continued. Charlotte, we want you to become the ER (emergency room) supervisor effective Monday morning to replace Amy Talmadge. You ve taken classes in leadership and supervision and you have earned this promotion to our management team. We know that you will be able to handle this new assignment, even though you have not worked in the emergency services department previously. Pat Graham then said, Charlotte, because you have done a good job of cross training your associates, we want you to recommend your replacement. Please let us know by this time tomorrow which of your associates you are recommending and why. If you have any questions, I am always here. You were exhilarated and a bit sobered by what had happened. Wow you thought to yourself. This is a culmination of a five-year odyssey. It has been hard, but I knew right from the beginning that I wanted to be a supervisor. Pat Graham has been a great mentor. She shows interest in every employee and in increasing their skills, knowledge, and abilities. I learned a lot from her and also from Mr. Ray s classes. But I wonder if I have the right stuff for this supervisory and leadership position? And do I really want all the headaches, responsibilities and pressures that this job will create? Late on Friday afternoon you reflected on the events of the last two days. You had recommended Ken Morrison and Louise Tumer as two possible candidates to replace you. In your opinion, both would be very capable. Hi C You have just learned that Amy Talmadge was fired as the ER supervisor earlier in the day. You know that the ER department had become the butt of many employee jokes, and turnover in the department had been extremely high. Amy had the reputation of being an autocratic, very demanding, and insensitive person. Word had it that she expected her employees to do as she commanded, and at times she was known to criticize and embarrass her em- ployees in public. The ER department consisted of a very diverse group of employees, and the ER department was operational 24/7. Friday nights, Saturdays, and Sundays were times the ER department had many people show up, and often some of them were brought in by the locali police because of alcohol or other substance abuses. As you sit at your desk contemplating the situation, you think, I know some things not to do, but I don t know if I can make this transition to this challenging leadership position. Where do I go from here? Disclaimer: The above scenario presents a supervisory situation based on real events to be used for educational purposes. The identities of some or all individuals, organizations, industries, and locations, as well as financial and other information may have been disguised to protect individual privacy and proprietary information. In some cases details have been added to improve readability and interest. YOU MAKE THE CALL! 1. Make a complete list of the major concerns that face Charlotte Kelly as she begins this new assignment. 2. Prioritize the items on your list. 3. Review the three major concerns you have listed, then write the suggestions that might help Charlotte Kelly deal with these concerns. 4. Why is it important to observe and make the list in (1)? YOU MAKE THE CALL! XON WEKE THE CHILLIT Every chapter in this book begins with a short case section titled You Make the Calll After reading each case, decide which decision(s) or course(s) of action the person de scribed in the case should make or take. As you read each chapter, think about how the concepts apply to the opening problem. You are Charlotte Kelly, evening shift admitting services team leader at Community Medical Center s Pine Village. The Pine Village facility is located in a small Southern city located about 30 miles from its closest competitor and has 240 beds. (see Figure 1.7, A sample values and belief statement ). In recent years there have been many changes in the healthcare industry. The implementation of the Affordable Care Act caused many companies to adjust their policies. The Pine Village facility recently announced that 22 positions were being eliminated and that one floor of the hospital was being closed due to the lack of need. Charlotte, like many others at Pine Village, read the same recent Business Week article that said, In the next few years we will see an expansion of the number of people entering the healthcare system. In fact, by 2016, as many as 30 million more adults will have health insur- ance. Plus, each day, thousands of baby boomers will become eligible for Medicare. She knew that more and more people will need care, but their stays in the hos- pital are only a few days. When her children were bom, she was in a hospital for a week; now they may be in a day and out the next. New technology in healthcare has driven up the costs across the board. The article went on to talk about how to compare quality to cost. The Affordable Health Care Act, according to the Kaiser Fam- ily Foundation, has seen employers cost shifting, making employees pay a higher portion of the cost of dependent and spouse coverage. When you graduated from nursing school 30 some years ago, nursing jobs were plentiful. You began as a cardiac care nurse at a hospital in Greenville, South Caro- lina, where you met your future husband and began a family. Shortly after your youngest child graduated from high school, your husband was killed in an automobile accident. You moved to Pine Village to be near your sister and her family. As nursing jobs were scarce, Pine Village was looking for someone to be the admitting depart- ment s evening shift team leader, a job you accepted. As a shift team leader, you assumed summary supervisory responsibilities but you were limited in authority and were not part of the hospital s management team. The admitting department supervisor was Pat Graham. Shortly after getting the job, you began attending classes at a local community college in the area. You received a certificate in medical records technology and decided to take a couple of courses in supervision and organizational leadership. One of your favorite profes sors was Bernin Ray, a middle-aged supervisor at one of the local companies. Mr. Ray usually began each class with a current problem or issue that required students to interact and expand upon their leadership perspec- tives. The textbook, Supervision: Concepts and Practices of Management, had critical incidents where you make the calls that were relevant to most of the people in the class. You liked the team approach to learning because your fellow classmates brought a variety of experiences to the class and you learned from each other Early Wednesday afternoon, your boss Pat Graham sent you a text message asking you to come in early that day and meet with her in her office. Much to your surprise, Norma Elward, human resource supervisor and hospital administrator Larry Stuckey were also pres ent. Stuckey began the conversation, Charlotte we are pleased with the job that you have done as a team leader on the evening shift. You have been an excellent role model and from all reports, have communicated very well with your team members. You have a reputation as being someone who expects a lot and gets positive results because you expect no less from yourself. People tell me that you have encouraged your associates to get involved and to understand how their job performance affects patient care. Stuckey paused briefly then continued. Charlotte, we want you to become the ER (emergency room) supervisor effective Monday morning to replace Amy Talmadge. You ve taken classes in leadership and supervision and you have earned this promotion to our management team. We know that you will be able to handle this new assignment, even though you have not worked in the emergency services department previously. Pat Graham then said, Charlotte, because you have done a good job of cross training your associates, we want you to recommend your replacement. Please let us know by this time tomorrow which of your associates you are recommending and why. If you have any questions, I am always here. You were exhilarated and a bit sobered by what had happened. Wow you thought to yourself. This is a culmination of a five-year odyssey. It has been hard, but I knew right from the beginning that I wanted to be a supervisor. Pat Graham has been a great mentor. She shows interest in every employee and in increasing their skills, knowledge, and abilities. I learned a lot from her and also from Mr. Ray s classes. But I wonder if I have the right stuff for this supervisory and leadership position? And do I really want all the headaches, responsibilities and pressures that this job will create? Late on Friday afternoon you reflected on the events of the last two days. You had recommended Ken Morrison and Louise Tumer as two possible candidates to replace you. In your opinion, both would be very capable. Hi C You have just learned that Amy Talmadge was fired as the ER supervisor earlier in the day. You know that the ER department had become the butt of many employee jokes, and turnover in the department had been extremely high. Amy had the reputation of being an autocratic, very demanding, and insensitive person. Word had it that she expected her employees to do as she commanded, and at times she was known to criticize and embarrass her em- ployees in public. The ER department consisted of a very diverse group of employees, and the ER department was operational 24/7. Friday nights, Saturdays, and Sundays were times the ER department had many people show up, and often some of them were brought in by the locali police because of alcohol or other substance abuses. As you sit at your desk contemplating the situation, you think, I know some things not to do, but I don t know if I can make this transition to this challenging leadership position. Where do I go from here? Disclaimer: The above scenario presents a supervisory situation based on real events to be used for educational purposes. The identities of some or all individuals, organizations, industries, and locations, as well as financial and other information may have been disguised to protect individual privacy and proprietary information. In some cases details have been added to improve readability and interest. YOU MAKE THE CALL!

Answer rating: 100% (QA)

1 Make a complete list of the major concerns that face Charlotte Kelly as she begins this new assignment Right stuff for this supervisory and leadersh... View the full answer