Hospital Decision Making Process
As a CEO of Nashville General Hospital at Meharry I would ensure my employees understand the decision making process and where their decisions fit in the big picture by ensuring they are ready for the workforce. Change readiness helps an organization to manage change, once it identifies and labels the most important forces impacting change and develops strategies to address those forces (Dhingra & Punia, 2016). As CEO of my hospital I would make sure employees really understand their role in the organization and how important it is. According to Goetsch & Davis (2013), if you are determining whether employees are ready for empowerment, you need to ask the following questions: Are the employees accustomed to critical thinking? Are the employees
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I would find out what level of critical thinkers are involved, how much knowledge they have about the hospital and its current goals and program initiatives, as well as if they really understand the role they play in the hospital's day to day function. Employees have to be ready for change, in order to be a productive part of it. Building trust so that employees will become engaged and learn to become critical thinkers is the first step. How management views those who offer different solutions, those who ask questions and try various techniques of getting the job done. Management must be in a position to embrace this type of behavior and promote critical thinking. I would hold seminars and open forums for employees to learn and engage with the playmakers of the hospital. To learn what our goal is, and what we are positioned in the community to do. How we are in terms of achieving that goal, where we want to be, and what step management believes are needed in order to progress to the next level. I would have hospital trivia, question answer sessions, and meet and greets with hospital officials. The big picture is to get employees geared up and ready for change in order to empower them and to teach management to identify those who are ready for change, and those who need assistance getting to that
I would find out what level of critical thinkers are involved, how much knowledge they have about the hospital and its current goals and program initiatives, as well as if they really understand the role they play in the hospital's day to day function. Employees have to be ready for change, in order to be a productive part of it. Building trust so that employees will become engaged and learn to become critical thinkers is the first step. How management views those who offer different solutions, those who ask questions and try various techniques of getting the job done. Management must be in a position to embrace this type of behavior and promote critical thinking. I would hold seminars and open forums for employees to learn and engage with the playmakers of the hospital. To learn what our goal is, and what we are positioned in the community to do. How we are in terms of achieving that goal, where we want to be, and what step management believes are needed in order to progress to the next level. I would have hospital trivia, question answer sessions, and meet and greets with hospital officials. The big picture is to get employees geared up and ready for change in order to empower them and to teach management to identify those who are ready for change, and those who need assistance getting to that