can you please answer these question in your word . Thank you

Case Analysis3: Management Issues in a Medical Clinic CASE Laura is the director of a medical clinic that provides assistance to children and families. She is the head of a department that focuses on evaluating the programs the clinic provides to families. Laura reports directly to the clinic President. The clinic has been cautious in hiring this year because of increased competition for federal grant funding which is a significant part of the clinic's revenue. However, the clinic has suffered high staff turnover. Two nurses, three key research staff, and one staff person from the finance department have left in under one year. In addition, Laura was hired to turn around a poorly performing clinic with lots of customer and patient complaints, high overhead, profit loss and ongoing staff turnover. Laura has also been tasked with transforming the clinic from a medical clinic to a clinic that is well known for conducting research to develop innovative medical programs for children and youth. Laura has not shared this with her team including her managers. She believes that oversharing clinic goals and strategy will distract her managers from performing their day-to-dayjobs. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers are new managers and have just been appointed within the last six months. Laura can struggle to motivate herteam because she always sees crisis and tends to focus on what isn't working well versus motivating herteam by focussing on what is working well. Laura hasn't articulated clinic goals which makes it difficult for her team to understand where or how they should prioritize. Laura enjoys being a leader but struggles with motivating others. She also isn't always aware of how her leadership style effects the team she works with. Manager1: Kelly has a specific background in research. She manages staff who wir Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly is a supportive manager and is good at supporting her staff and being very organized in how she works; however, she often takes a very black and white view of issues. Laura values Kelly's work. Kelly is very motivated and driven and expects the same from herstaff. Kelly is also prone to take the credit for the work of her team and to focus more on what her team can do for her versus how she can help herteam to be successful. Manager 2: Linda has a strong background in clinic management. She manages staff that work on different projects within the clinic and nursing staff. Linda is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience. Linda is very capable and can sometimes take on too much for herself and her employees. Unfortunately Both Kelly and Linda are sensing that staff are becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura's "glass half-empty" conversation style leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff which is causing scheduling issues, unnecessary overtime or periods of understaffing that affects both staff and clinic patients. Laura has told her managers thatshe doesn't receive sufficient information from the finance department to MOV 10 complete the budgets, but the finance department says they have sent her all the information they have available, As staff become distressed, they have reduced job satisfaction and feel less motivated to perform their jobs well. Absenteeism is starting to rise which is putting more strain on the scheduling issues that already exist. The managers are also becoming frustrated because they don't feel they have the tools to properly manage their teams. They also feel like they are unable to advocate for their staffor solve problems without key information like the departmental budget. Laura and her managers recognize the clinic is not working effectively and begin to reflect on how their leadership and management styles are leading to or causing the clinic's issues. Relevant Facts and Main Points In this section, you are analyzing and discussing the current situation Use these questions to analyze and identify the main points: Are there trends in the environment that affect the company and impact the management problem? o What industry is the organization in? What are the objectives or goals of the organization? What does the organization do? What products or services does it offer? What are the strengths of the organization? What are the weaknesses or constraints the organization is facing? 10 O 00 What are the sources of dysfunction or conflict in the organization? What is the culture of the organization? What king of management style is preferred? How do employees communicate? What is the management and hierarchal structure in the organization is management strong and takes action or is management weak? In this section, it is important to state facts from the case and not opinions What are the objectives or goals of the organization? What does the organization do? What products or services does it offer? What are the strengths of the organization? What are the weaknesses or constraints the organization is facing? I . What are the sources of dysfunction or conflict in the organization? What is the culture of the organization? What king of management style is preferred? How do employees communicate? What is the management and hierarchal structure in the organization? Is management strong and takes action or is management weak? In this section, it is important to state facts from the case and not opinions Facts are objective statements from the case; opinions are subjective interpretations of facts or situations Assumptions can be made based on the facts of the case, but you need to identify these as assumptions you are making based on facts. Facts must be stated in your own words-notcut and paste from the case. Be sure to use APA 7 formatting and in-text citations . . . . Case Analysis3: Management Issues in a Medical Clinic CASE Laura is the director of a medical clinic that provides assistance to children and families. She is the head of a department that focuses on evaluating the programs the clinic provides to families. Laura reports directly to the clinic President. The clinic has been cautious in hiring this year because of increased competition forfederal grant funding which is a significant part of the clinic's revenue. However, the clinic has suffered high staff turnover. Two nurses, three key research staff, and one staff person from the finance department have left in underone year. In addition, Laura was hired to turn around a poorly performing clinic with lots of customerand patient complaints, high overhead, profit loss and ongoing staff turnover. Laura has also been tasked with transforming the clinic from a medical clinic to a clinic that is well known for conducting research to develop innovative medical programs for children and youth. Laura has not shared this with her team including her managers. She believes that oversharing clinic goals and strategy will distract her managers from performing their day-to-day jobs. Laura has a demanding schedule that requires frequent travel: however, she supervises two managers who in turn are responsible for five staff members each. Both managers are new managers and have just been appointed within the last six months. Laura can struggle to motivate her team because she always sees crisis and tends to focus on what isn't working well versus motivating herteam by focussing on what is working well. Laura hasn't articulated clinic goals which makes it difficult for her team to understand where or how they should prioritize. Laura enjoys being a leaderbut struggles with Ac motivating others. She also isn't always aware of how her leadership style effects the team she works with. Manager1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly is a supportive manager and is good at supporting her staff and being very organized in how she works; however, she often takes a very black and white view of issues. Laura values Kelly's work. Kelly is very motivated and driven and expects the same from her staff. Kelly is also prone to take the credit for the work of her team and to focus more on what her team can do for her versus how she can help her team to be successful. Manager 2: Linda has a strong background in clinic management. She manages staff that work on different projects within the clinic and nursing staff. Linda is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience. Linda is very capable and can sometimes take on too much for herself and her employees. Unfortunately Both Kelly and Linda are sensing that staff are becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura's "glass half-empty" conversation style leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff which is causing scheduling issues, unnecessary overtime or periods of understaffing that affects both staff and clinic patients. Laura has told her managers thatshe doesn't receive sufficient information from the finance department to complete the budgets, but the finance department says they have sent her allthe information they have available. As staff become distressed, they have reduced job satisfaction and feelless motivated to perform their jobs well. Absenteeism is starting to rise which is putting more strain on the scheduling issues that already exist. The managers are also becoming frustrated because they don't feelthey have the tools to properly manage their teams. They also feellike they are unable to advocate for their staff or solve problems without key information like the departmental budget. Laura and her managers recognize the clinic is not working effectively and begin to reflect on how their leadership and management styles are leading to or causing the clinic's issues. . O Relevant Facts and Main Points In this section, you are analyzing and discussing the current situation Use these questions to analyze and identify the main points: Are there trends in the environment that affect the company and impact the management problem? o What industry is the organization in? What are the objectives or goals of the organization? What does the organization do? What products or services does it offer? What are the strengths of the organization? What are the weaknesses or constraints the organization is facing? 10 o o o What are the sources of dysfunction or conflict in the organization? What is the culture of the organization? What king of management style is preferred? How do employees communicate? What is the management and hierarchal structure in the organization? Is management strong and takes action or is management weak? In this section, it is important to state facts from the case and not opinions Facts are objective statements from the case; opinions are subjective interpretations of facts or situations Assumptions can be made based on the facts of the case, but you need to identify these as assumptions you are making based on facts