A Dory Demolition
I have identified three leadership practices of the primary leader of Company A. Dory Demolition is the vice president of Company A. Her responsibility is to oversee the day-to-day operation of the billing and collections services performed by Company A.
The first leadership practice is planning and organizing the organization. Dory Demolition demonstrates this practice by poor planning practices and reactivate behaviors. The organization has bi-weekly billing and collection management meetings to discuss the trends and root causes of problems within the daily process. Dory reviews the information that middle management provides to her and makes reactive decisions to put band-aids on the identified issues. An example of an issue found was
when North Carolina’s Medicaid benefits services company denied paying for services rendered based on no authorization for these services for children seen in the emergency department for cardiac services. Dory advised the supervisor of the Medicaid billing team to instruct her staff to write-off the denied charges as not collectible. This would take the debit funds off the books; however, it does not correct the fundamental cause of the services being denied and unpaid. The handling of the situation is a reactive solution for a quick resolution.
The second leadership practice is controlling the organization. Dory Demolition demonstrates this practice as a controller of the entire organization. An example of her controlling the organization occurs daily in how she interacts with all middle management supervisors as well as their staff performing the processes of the collection of payments and the resolving of denied claims for Company A. The supervisor’s role is to complete a daily report to outline the backlog of denied or unpaid claims that fall in the aging buckets. The aging buckets consist of 0 to 30 days, 31 to 60 days, 61 to 90 days, 91 to 120 days, 121 to 180 days and 180 plus days. Dory Demolition works all hours of the day into the night to check all her middle management buckets and shoots out e-mails asking for explanation on accounts that have not been touched within her expected timeframe. This occurs daily with an average of ten to fifteen e-mails from Dory Demolition per supervisor. Therefore, the supervisor feels pressured to respond to Dory Demolition since she is the vice president. Therefore, the staff receives the reports of aging work that is not analyzed by the supervisors for them to begin their day. Then, the supervisors start working on the ten to fifteen e-mails received by analyzing why the aging accounts are still outstanding.
The first leadership practice is planning and organizing the organization. Dory Demolition demonstrates this practice by poor planning practices and reactivate behaviors. The organization has bi-weekly billing and collection management meetings to discuss the trends and root causes of problems within the daily process. Dory reviews the information that middle management provides to her and makes reactive decisions to put band-aids on the identified issues. An example of an issue found was
when North Carolina’s Medicaid benefits services company denied paying for services rendered based on no authorization for these services for children seen in the emergency department for cardiac services. Dory advised the supervisor of the Medicaid billing team to instruct her staff to write-off the denied charges as not collectible. This would take the debit funds off the books; however, it does not correct the fundamental cause of the services being denied and unpaid. The handling of the situation is a reactive solution for a quick resolution.
The second leadership practice is controlling the organization. Dory Demolition demonstrates this practice as a controller of the entire organization. An example of her controlling the organization occurs daily in how she interacts with all middle management supervisors as well as their staff performing the processes of the collection of payments and the resolving of denied claims for Company A. The supervisor’s role is to complete a daily report to outline the backlog of denied or unpaid claims that fall in the aging buckets. The aging buckets consist of 0 to 30 days, 31 to 60 days, 61 to 90 days, 91 to 120 days, 121 to 180 days and 180 plus days. Dory Demolition works all hours of the day into the night to check all her middle management buckets and shoots out e-mails asking for explanation on accounts that have not been touched within her expected timeframe. This occurs daily with an average of ten to fifteen e-mails from Dory Demolition per supervisor. Therefore, the supervisor feels pressured to respond to Dory Demolition since she is the vice president. Therefore, the staff receives the reports of aging work that is not analyzed by the supervisors for them to begin their day. Then, the supervisors start working on the ten to fifteen e-mails received by analyzing why the aging accounts are still outstanding.