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Umiker S Management Skills For The New Health Care Supervisor 7th Edition Charles R. McConnell - Solutions
If no follow-up from the director of nursing is forthcoming, what might you eventually consider doing to protect yourself?
Assuming that you believe the problem to be severe enough to constitute a risk to patients under your care, what can you do about the troublesome employee?
What recourse, if any, do you have in pursuing the disciplinary policy in the manner described in the case? You know the disciplinary policy lists “sleeping on the job” as an infraction.
In as many briefly stated steps as necessary, outline the advice you will give Bill Douglas for addressing the problem of Ed Wayne.
Douglas’ opening description of the problem refers to Wayne’s “knowit-all” attitude. Can you advise Douglas to lean on Wayne concerning attitude? Why or why not?
Do you see any specific grounds for disciplinary action in the behavior of employee Ed Wayne? If so, what are these grounds?
Why is it appropriate to purge an employee’s file of disciplinary documentation after some period of time?
Under what circumstances might the warnings in an employee’s file become legal documentation? What hazards might this present for the supervisor?
Is it appropriate to advance an employee through the disciplinary process based on multiple different offenses? For example, should a written warning for discourtesy follow an oral warning for absenteeism? Why or why not?
Why should we differentiate between problems of conduct or behavior and problems of substandard performance when dealing with a troublesome employee?
Why do most disciplinary systems require the supervisor to obtain—or at least try to obtain—employee signatures on disciplinary documentation?
Most progressive disciplinary systems begin with an oral warning before a written warning but proceed to recommend that oral warnings be documented. Why document that which is defined as “oral?”
Under what circumstances might you go back to the first steps in the disciplinary process when you may have previously advanced to the level of written warning?
In what ways do employee counseling and the delivery of an oral warning differ from each other, if at all?
The purpose of disciplinary action has been described as correction of behavior. How is this definition served, if at all, when an employee is terminated for one occurrence of a serious infraction?
Provide an example of how a supervisor might positively manipulate the reward-to-risk ratio of a problem situation so as to influence employee behavior.
Review appropriate disciplinary principles and practices available to the supervisor.
Address possible employee responses to various forms of disciplinary action.
Introduce the concept of progressive discipline and review its essential components.
Introduce the concept of the reward-to-risk ratio as a sometime explanation for employee actions that require discipline.
Establish the nature of discipline, and compare and contrast disciplining and counseling.
What, if anything, do you believe the organization should be doing about its evaluation system?
If you were in Jane’s position, how would you try to explain the differences in evaluation scores to this employee?
Some organizations have made use of peer-group evaluations in which several members of a group of similarly situated workers provide input to each others’ evaluations. Describe one significant advantage and one likely disadvantage of this process.
In recent years performance evaluations retained in personnel files have often become determining factors in cases of age discrimination involving laid-off employees. Why might this be so?
In a few brief sentences write a convincing argument you might use in trying to get a reluctant employee to agree to completing and submitting a self-evaluation (we are assuming that self-evaluation is optional in your evaluation system).
Consider an acceptably performing employee who has been in the same job for many years, is at the top of the pay scale for that job and can get increases only when the scale itself moves, and has no promotion potential or other advancement possibilities. What will you accomplish by giving this
It is frequently claimed that an effective objective consists of three elements. One element is what is to be done and another element is how much is to be done. What do you believe is the third element, and why must all three be present?
Why is it recommended that the initial step toward an evaluation of an employee be the review and update of the job description?
There is often very little ongoing contact between a supervisor and those employees who go along quietly doing a passable job and causing no problems. Why can’t these employees be counted on to continue working as they have been without constant feedback?
Explain what is meant by the statement, “If the relationship between supervisor and employee is all that it should be, the employee’s annual evaluation will be a mere formality.”
Some organizations evaluate all employees at the same time each year; some organizations evaluate employees throughout the year, often using the employment anniversary date. From a supervisor’s perspective, explain one significant advantage and one significant disadvantage of each method.
If we believe that it is inappropriate to evaluate an employee on so subjective a characteristic as “attitude,” how then should we address employee behavior that seems to occur because of an attitude problem?
Review the common pitfalls and shortcomings occasionally encountered in employee performance evaluations.
Introduce the concept of team evaluation.
Furnish suggestions to guide the supervisor’s conduct of an employee performance evaluation interview.
Provide specific guidelines for the supervisor’s conduct of a formal evaluation of employee performance.
Describe the character and potential uses of multi-source feedback systems.
Establish the role of formal performance evaluations in the provision of feedback on employee performance.
Stress the critical nature of feedback and its importance in employee performance on a day-to-day basis.
With what attitudes do you suppose the business office staff will receive the new manager?
What circumstances will most likely prevail during this interim week without a manager? Include in your comments consideration of both morale and productivity.
What do you suppose would be the reactions and attitudes of the business office staff upon hearing about this change?
How might Melissa have her regular staff assist in encouraging a continuing volunteer presence?
Because volunteers, as unpaid help that essentially supplement the regular staff, may often feel no compelling need to function by the clock, what might Melissa consider doing to encourage a more reliable volunteer presence?
Explain your understanding of a cafeteria-style benefits plan and describe how elements of such a plan can be construed as rewards.
Describe the fundamental employee needs that reward and recognition processes primarily fulfill.
It has been proven that many employees consider the opportunity for promotion and growth to be important in their organizational environment, and yet only a relative few employees take advantage of this opportunity. Why might this be so?
Under what circumstances could morale be high while the motivation to perform is weak or lacking?
Why is it considered necessary for recognition to be delivered as soon after the deserving behavior as possible?
It has been said that the time to think of conducting an employee attitude survey is not when there are obvious morale problems. Why is this so?
Why is monetary compensation not necessarily a motivator of improved performance?
How can a system for collecting and evaluating employee suggestions become a morale depressor rather than a morale booster?
If an employee is continually doing an acceptable job, not excelling but chugging along and producing reasonable results, why should any form of reward or recognition be considered necessary?
How have organizational mergers and other affiliations affected employee morale, and why do you believe they have had these effects?
Do all of your educational efforts focus on improved customer service?
Do you include educational topics in your routine staff meetings?
When you attend professional or technical meetings, do you share what you learned with others? Do you encourage your staff to do likewise?
When your employees return from seminars and workshops, do you discuss what they learned and help them put that new knowledge and skill to use?
When your employees attend seminars or workshops, do you discuss the practical value to your unit and to the employee before the meeting?
Are there real incentives for learning new skills?
Does each of your employees learn at least one new skill each year?
Do employees have the opportunity to cross-train or to learn new skills on the job?
Is there financial support for outside education courses? Do you modify work schedules or numbers of work hours to accommodate employees who enroll in these programs?
Does each employee have individualized career goals and plans? Are these discussed at annual performance review meetings?
Is this program available to each and every member of your staff?
Do you have a formal in-house education program?
Explore the power of recognition in meeting employees’ higher order needs and thus enhancing motivation, morale, and productivity.
Explore the use of financial rewards in supporting employee motivation, and examine the use and potential value of nonfinancial rewards.
Provide workable guidelines for pursuing an appropriately functioning reward strategy.
Identify the principles on which an effective reward system should be based, and describe the essential elements of a workable incentive strategy.
Review the principal theories of motivation that provide the foundation for today’s approaches to employee motivation.
Identify the essential nature of motivation and the ultimate source of all motivation.
Suggest how the organization and especially the first-line supervisor can enhance employee morale, and identify strategies for enhancing the motivational climate of the organization.
Identify the significant factors that have a bearing on morale in a work unit, and identify the signs of morale problems and suggest how to analyze such problems.
Differentiate between the related concepts of morale and motivation and examine the interrelationship of these two critical forces.
As the section supervisor’s immediate superior, should you become actively involved in dealing with William? Why or why not?
What advice would you offer your section supervisor for addressing the problem of the ever-blameless William?
How would you recommend that supervisor Wendy Smith approach the problem presented by Darla?
Why might Darla behave the way she does? Offer two or three possible reasons for her behavior.
How might you approach the problem of making your criticism more effective?
What would you suggest doing in an effort to identify the real problems?
Should you continue to deal with the entire group? Why or why not?
Why should the supervisor retain documentation of an employee counseling session, and why should this documentation not become part of the employee’s permanent record?
Identify the major similarities and differences between holding an employee counseling session and holding a performance evaluation interview.
Describe one significant barrier to successful counseling. Why do you believe this barrier exists, and what can be done about it?
Often, when you need to counsel an employee you will already have in mind a workable solution to the developing problem. Why not simply mandate the solution and be done with it?
What would you primarily be looking for when following up after an employee counseling session? Why?
Why do you believe some supervisors fail to counsel employees or initiate disciplinary action even when the need to do so is clearly evident?
When employees seem to be violating the rules, is it always their fault? If not, cite an instance in which the employee may be blameless.
How do you believe you would go about deciding if some condition, occurrence, or circumstance suggests the need for counseling or the need to go directly to disciplinary action?
Instead of bothering to dispense praise whenever an employee does something deserving of it, why not simply save up all such instances to convey in an outstanding performance evaluation?
How would you relate MBWA to a supervisor’s need to remain visible and available? Explain.
Why should we bother to praise performance that is not outstanding in any way but just consistently acceptable?
What is the contingency theory of reinforcement? Provide a detailed example.
How can a supervisor encourage employees to take risks without allowing them to wander into trouble?
If it is people who make the mistakes, why are we told specifically to direct our negative feedback at performance or results and not at people?
How would you define or describe the differences between coaching and the fundamental management activity of directing?
What patterns of behavior are evident? For example, concerning absenteeism, some individuals may call in sick only on Mondays, Fridays, or on days when scheduled for unpleasant assignments.
What rule or regulation or policy is involved? Study the document carefully.
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