Every chapter in this book begins with a short case section titled "You Make the Call!" 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 BusinessWeek k 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 insurance. Plus, each day, thousands of baby boomers will become eligible for Medicare." 1 She knew that more and more people will need care, but their stays in the hospital are only a few days. When her children were born, 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 Family Foundation, has seen employers cost shifting, making employees pay a higher portion of the cost of dependent and spouse coverage. 2 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 Carolina, 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 department'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 professors was Bernie 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 perspectives. 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 present. 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.

How would you respond if you were Charlotte?