please answer questions

When she took the position in charge of a hospital's billing department, a supervisor we'll call Jeannie wanted to promote upward communication from her employees. So Jeannie Instituted a policy that herdoor is always open. Employees were invited to stop in her office to check with her whenever they ran into a problem, thought of a question, or simply wanted encouragement. To her surprise, Jeannie quickly discovered that at least for her, there is such a thing as too much communication. She would settle down to work on a report, and the interruptions would begin almost immediately. During one 20 minute period, four different people stopped in with questions. Her days began to feel chaotic, and Jeannie wanted to put some limits on her open door policy. Jeannie decided to be strict about refusing to be come engaged in conversations she considers time wasters. For example, when employees try to share their horror stories about how difficult a client or insurer is being. Jeannie says she doesn't have time to hear it In her opinion, swapping these stories does not serve a useful purpose. When Jeannie thought further about how to Teduce the number of interruptions, she realized that some of her employees were using her knowi edge as a substitute for thinking through problems themselves. By using her knowledge to help them solve their problems, they were becoming too dependent on her to make decisions for them. She decided that she could help her staff develop if she made it harder for them to simply delegate prob lems upward to her. She set aside afternoon hours for employee questions and began to respire that whenever employees come to her seeking help with a problem, they must be prepared to suggest at least one possible solution. She developed a set of questions to ask whenever an employee tells her about a problem: Do you have examples of this issue descriptions of when a similar situation arose and how it was handled then? Do you have all of the information about the account in question In your notes about the question, have you included a summary of the issue! Have you drafted at least one solution? Until the answer to all the questions is "yes" Jeannie asks the employees not to come to her. She explained that she wanted them to prepare fully before they bring the problem to her. When employees are prepared and Jeannie helps them with problems, she makes sure to play a supporting role, rather than taking over a case. For example, if an employee has difficulty collecting an amount and bas run through all the options identi fied. Jeannie might set up meetings with insurers and employees in other departments. She shares these plans with the employees handling the accounts, and she keeps track of all the deadlines she has set for action. She regularly reviews these plans and uses them as a basis for keeping in touch with employees about their progress. With these limits in place, Jeannie finds that she has fewer interruptions, but she doesn't want to lose touch with her employees. So, following the example of doctors, who go on daily rounds to visit their hospitalized patients. Jeannie goes on rounds through the other to see her employees each day During her rounds, Jeannie asks employees how they are, how their work is coming along, and whether they have all the resources they need. She also compliments employees who have excelled in some way, and she asks what she can do better as their supervisor. She keeps notes of employee requests promises to do her best to help, and later reviews her notes to make sure she is following through on promises As a supervisor. Jeannie has a responsibility to help guide her employees and share her knowl edge, but by leaving her door open without appro priate parameters, she wasn't giving them enough opportunities to grow. The constant communica tion due to her open door interrupted her flow and negatively impacted her own productivity 1. What strategies for communicating effectively does Jeannie use! What other strategies would help her communicate more effectively! 2. Discuss whether you think Jeannie is commu- nicating adequately in all directions and whether she is effectively using both formal and informal communication. How could she improve! 3. How could Jeannie apply modern technology to help her manage communication with employees Source dandy Vapor Coches Two, August 2011 pp 3-1 kW Sudes et van Doorn April 2016 Problem-solving Case: Billing Department Supervisor Gets a Handle on Open-Door Policy When she took the position in charge of a hospital's at least one possible solution. She developed a set billing department, a supervisor we'll call Jeannie of questions to ask whenever an employee tells her wanted to promote upward communication from about a problem: her employees. So Jeannie instituted a policy that her "door is always open.' Employees were invited Do you have examples of this issue descriptions of when a similar situation arose and how it was to stop in her office to check with her whenever they ran into a problem, thought of a question, or handled then? simply wanted encouragement. Do you have all of the information about the To her surprise, Jeannie quickly discovered that account in question? at least for her, there is such a thing as too much In your notes about the question, have you communication. She would settle down to work on included a summary of the issue? a report, and the interruptions would begin almost Have you drafted at least one solution immediately. During one 20-minute period, four different people stopped in with questions. Her Until the answer to all the questions is "yes, days began to feel chaotic, and Jeannie wanted to Jeannie asks the employees not to come to her. She put some limits on her open door policy. explained that she wanted them to prepare fully Jeannie decided to be strict about refusing to be before they bring the problem to her. come engaged in conversations she considers time When employees are prepared and Jeannie helps wasters. For example, when employees try to share them with problems, she makes sure to play a their horror stories about how difficult a client or supporting role, rather than taking over a case. For insurer is being. Jeannie says she doesn't have time example, if an employee has difficulty collecting an to hear it. In her opinion, swapping these stories amount and has run through all the options identi- does not serve a useful purpose. fied, Jeannie might set up meetings with insurers When Jeannie thought further about how to and employees in other departments. She shares reduce the number of interruptions, she realized these plans with the employees handling the that some of her employees were using her knowl accounts, and she keeps track of all the deadlines edge as a substitute for thinking through problems she has set for action. She regularly reviews these themselves. By using her knowledge to help them plans and uses them as a basis for keeping in touch solve their problems, they were becoming too with employees about their progress. dependent on her to make decisions for them. She With these limits in place, Jeannie finds that she decided that she could help her staff develop if she has fewer interruptions, but she doesn't want to made it harder for them to simply delegate prob lose touch with her employees. So, following the lems upward to her. She set aside aftemoon hours example of doctors, who go on daily rounds to visit for employee questions and began to require that their hospitalized patients, Jeannie goes on rounds whenever employees come to her seeking help through the office to see her employees each day, with a problem, they must be prepared to suggest During her rounds, Jeannie asks employees how 280 Part Four Skills of the Supervisor they are, how their work is coming along, and whether they have all the resources they need. She also compliments employees who have excelled in some way, and she asks what she can do better as their supervisor. She keeps notes of employee requests, promises to do her best to help, and later reviews her notes to make sure she is following through on promises. As a supervisor, Jeannie has a responsibility to help guide her employees and share her knowl- edge, but by leaving her door open without appro- priate parameters, she wasn't giving them enough opportunities to grow. The constant communica- tion due to her open door interrupted her flow and negatively impacted her own productivity. 1. What strategies for communicating effectively does Jeannie use? What other strategies would help her communicate more effectively? 2. Discuss whether you think Jeannie is commu- nicating adequately in all directions and whether she is effectively using both formal and informal communication. How could she improve 3. How could Jeannie apply modern technology to help her manage communication with employees? Source: Kaed on Judy. Vezi Open Door or Controlled Chaos Malth Care Collector, August 2011. Pp. 3-11. Kevin Kruse, 'Why Successful leaders Don't Have an open Door Policy. Forbes April 24 2016