Analyze the comprehensive case below. Follow the instructions below.

Apply all the principles of Supervision and Leadership as presented in this course. In your analysis include as many elements as you can relate to the supervisor's roles and skills. Develop a list of potential strategies available to Harry Medcar to manage the conflict that has arisen at South Shore General Hospital. Be as creative as possible in developing the list of conflict resolution techniques.

SOUTH SHORE GENERAL: IS THERE ROOM FOR A NEGOTIATED SETTLEMENT?

South Shore General is a 500-bed hospital in downstate New Jersey. Over the past several months, the hospital has felt an increasing need to devote more resources to the selection, development and maintenance of its staff. This is consistent with CEO John Moore's philosophy and the organizational value training the hospital has undergone over the past two years. Increasing pressures have prompted the CEO to consider ways in which human resources management can be better structured. He would like to see all departments at South Shore General make greater use of the human resources function while ensuring consistent quality services at the hospital.

Unfortunately, the decision appears to be more complex than originally thought and as a result requires assistance from the executive committee, a committee that reports directly to the CEO. In the past, the executive committee has set policy and managed the structural affairs of the institution. The CEO views such involvement in the hospital's decision-making process as part of his effort to empower employees. Before taking any action, the CEO expects the executive committee to evaluate all relevant information and make recommendations based on that information.

At present, five people are members of the executive committee: Paul Lucas, director of special projects; Mary Livingston, director of dietetics; Janet Hill, director of nursing; Robert Farr, administrative coordinator; and Harry Medcar, medical director. Paul Lucas currently serves as the official chair of the executive committee. The current meeting is the fifth, and members expect it to be the last, on the subject. During the previous four meetings the members discussed the goals of the committee, the terms, the pros and cons of centralized versus decentralized management, and various possible recommendations to submit to John Moore, the executive director. However, each time they meet the committee members are more aware that they disagree and that it will be very difficult for them to reach a decision.

During the current meeting, Harry Medcar suggests that the committee has already spent enough time discussing the structure of the human resources function and that everyone has had enough time to study the alternatives and has adequately evaluated the advantages and disadvantages of each alternative. Harry favors a centralized human resources function. He bases his opinion on the following reasons:

1. The hospital is too small to require a fully decentralized function.

2. Because of increasing pressure for an equitable pay system and the desire to protect individual rights, a highly centralized function provides the coordination necessary to achieve those goals.

3. A fully decentralized system tends to be considerably more expensive to operate and maintain. Most hospitals that have gone that route clearly state that the benefits need to outweigh the increases in cost, i.e., increased staffing, increased time required to coordinate decentralized functions, etc.

4. Given the increased importance of personnel selection, individual rights, empowerment, and affirmative action programs, a centralized function tends to increase the credibility and visibility of the human resources function.