Mgmt 591 Final Project
Challenges of an Organization Adapting to Change
By
Deborah Simmonds
2296 Waters Run Decatur GA. 30035
678-887-9547
kaydra-hayden@hotmail.com
MGMT 591 – Leadership and Organizational Behavior
August 20, 2012
Prof. Joseph Plumley
Project Outline
Introduction
Problem Statement
Literature Review
Analysis
Solutions
Reflection
References
I. Introduction
A. Identify the organization
1. Brief overview of the organization
The organization that will be the topic of discussion in my final project is Piedmont Heart Institute. Building on more than a century of experience, they employ more than 85 prominent cardiovascular physicians therefore forming one of the premier cardiac centers in the region by bringing together three of the largest cardiology practices in the region. Piedmont Heart Institute was formed so that they could provide patients with a new and innovative place for care. Like many healthcare facilities, Piedmont Heart Institute …show more content…
went through a big lay off in 2010 and not only was locations shut down but it caused the layoff of quite a lot of employees. They went from being a stand-alone company to now being a part of a larger entity Piedmont Hospital. With the layoff’s, Piedmont Heart Institute lost a lot of employees that were highly valuable and cannot be replaced which means jobs are getting dropped by the way side.
As an entity operating under the umbrella of Piedmont Hospital, Piedmont Heart Institute has pledge to become the top 10 hospital in 10 years and they are well on their way to do so. They have hired some of the top physicians from all over the country to add to the already excellent physicians on staff. The cutting edge services that they are offering to the patient’s range from Cardiac care, Heart transplant services, Heart cauterization, EP (Electrophysiological) services just to name a few.
2. Identify your role within organization
Currently I work as a Medical Assistant III/Scheduler in the Surgical Department at the Piedmont Heart Institute. I see patients in the clinic, schedule appointments and surgeries in the operating room and handing the colander of one physician. I started with them back in January of 2008 when I relocated here from New York. I have been through at least two layoffs with this organization and being there when the layoffs were going on it was not a good thing. Even today people are still talking about it because it was so difficult to see people you have worked with for so long leave. As employees we felt we did not have a say in anything that was taking place and just had to go with the flow.
3. Identify issues, events, and actions that contributed to problem being discussed
The organizational problem that I will research and resolve would be to analyze the changes that was made when the three cardiology practices came together to form one. I will discuss what went wrong, what went well if anything and then provide solutions to what should have happened to make this a success. This was not an easy task and caused numerous problems from the confusion of the patients to the packing in of employees. The problems they had was that after combining the groups other employees had to take on more responsibility which was not something that they liked and then with talk of the layoffs people started to looking for work and leaving. There was the lack of communication of everything that was taking place until the last minute. This has employees in fear of what was to come. To the employees it felt like the managers cared more about their jobs than the employees.
Prior to combing these three groups, there were representation from each of the groups involved trying to make sure that the best interest of the employees were taken into considerations. Now that seemed to have worked for some time but once everyone was moved into the same location that was where the problem began. There was a time when more than one person was doing the same jobs; you had employees not knowing who to report to and even physicians getting frustrated about everything that was taking place.
II. Identify the problem you will discuss in your paper
A. Define the problem.
Piedmont Heart Institute’s mission is to be the top 10 in 10. Can they do this with the problems they have faced when combining these three groups. Can they create and deliver care by eliminating barriers when working together closely and then have a platform where leadership is shared. Will this enhance the care and services given to the community? Since the layoff they have acquired additional facilities that they have felt would not make it in this economy on their own and need the umbrella of a larger organization. Along with this came new employees and so the current employees started questioning the rationale behind the big layoffs that had taken place.
1. What is its nature?
The nature of the problem is whether they can accomplish what they have set out to do. Can they be the top 10 in 10 years? What will become of the employees if there is no one to stand up for them? Piedmont Heart Institute prides themselves as an entity that provides excellent care to their patients but they will not be able to do this without the support of their employees. Employees experiencing changes within an organization will tend to leave said organization because they tend to bring about some alterations in the current work routines and system that are radical.
B. To whom is it a problem?
The problem in question is to the employees who do not feel secure in their job. Prior to the integration of the three groups each entity practiced as a private practice and so they were able to employee as much employee as they wanted to and so once the integration took place they had to get rid of some of these employees because they would not be able to accommodate them all within the new group. This is also a problem for the higher-ups because they now have to come up with a way to solve this problem. This could also be a potential problem for the community because they are expecting to receive a certain amount of care and might end up not receiving it. They have the right to fear if their physician will be able to provide to them the services they are used to prior to the integration.
C. To what extent is it a problem?
The extent of which this is a problem is failure on the part of the organization if everything is not pulled together. There is also the fact that if employees do not feel secure in their jobs then they will tend to migrate elsewhere. Employees also have to adapt to being a part of a new organization with new set of rules and guidelines to follow. We are in a perilous time and what the managers should see and understand is that their employees will view any form of adaptivity as an arguable skill. The one thing that they can use to address this issue is to look at the success-fail factor of the organization and what it means to them. How an organization develops, recruit, appreciate and show encouragement towards its employees will encourage adaptivity because this is a 100 percent functionality of the work environment.
2. Is it part of a larger problem or are there related problems?
These are all related problems because without the employees the work will not get done and they will not be achieve their goal of being the top 10 in 10 years. It is also related to the fact that prior to this implementation that the employees where not a part of any decision that was made and is still being made. If the employees are not willing to adapt to the change that the organization is trying to implement then failure is what it is up against.
D. Show it is not a symptom of another, more fundamental problem.
This is not a symptom of another problem because my research showed that each of the organization was doing well on their own prior to forming this one entity. All three entities already were making a name for themselves with the physicians that they had. What they had set out to accomplish was to be the best of the best and to be force to be reckoned with. III. Literature Review – the foundation of your paper
A. Identification of sources and uses of information 1. Scholarly sources used to support my claim of the problem and how?
The following scholarly sources will be used to support my claim of the problem in question because they will help to prove without a doubt that the employees of an organization should have a voice in developmental and departmental changes. The articles that I would be using will be Exploring the Process of Leadership: The mediating Role of Employee Voice and Psychological Ownership, Benevolent Leadership: Conceptualization and Construct Development and Leadership and Change: The Case for Greater Ethical Clarity.
2. Scholarly sources that support my analysis and how?
The sources that will support my analysis will be, Raising the Standard, Adaptive Organization and Resources for Change: the relationship of Organizational Inducements and Psychological Resilience to Employees’ Attitudes and Behaviors toward Organizational Change. These articles will help to show that the organization has to raise their standards and adapt to changes in order to succeed.
B. Reintroduction of my research question so as to provide a smooth transition to the analysis section.
Piedmont Heart Institute’s mission is to be the top 10 in 10. Can they do this with the problems they have faced when combining these three groups. Can they create and deliver care by eliminating barriers when working together closely and then have a platform where leadership is shared. Will this enhance the care and services given to the community? Since the layoff they have acquired additional facilities that felt that in this economy they cannot make it on their own and need the umbrella of a larger organization. With this entire event taking place, what were the employees to think but that there will be another layoff therefore questioning the security of their jobs.
IV. Analysis of Problem
A. Causes of problem
a) Direct cause Formation of Piedmont Heart Institute
(1) Description of cause
Whenever you have any form of change in an organization there will always be a resistance to change. These changes are considered intrusive and disruptive of the routines of the organization by the employees. The combination of three groups was not an easy tasked for the employees because it caused the employees to be packed together in small areas. Employees have gone from working in a vast amount of space to barely having some place to work. Other causes would be the employees being given additional assignment which is increasing their work loads, they have to adjust to new working relationship with physicians and other employees alike that they are not familiar with.
b) Direct cause
Organization wanted to form an entity that would be the best in the nation.
(1) Description of cause
With Piedmont Heart Institute wanting to be the top 10 in 10 years they went about it all wrong when they combined these three large Cardiology practices.
The planning was not done appropriately or was it effective. There were questions that were unanswered because they were not asked. The executives took it upon themselves to make all decisions without consulting with the employees who this would affect. The purpose of the integration of these three groups was done so that they could form an entity that would be able to with stand the economy and the insurance companies and with the payout on insurance claims decreasing significantly this is something they felt they had to do. They needed to change the scope of the business but did not consult any of the employees about what they thought. Not only did they encounter changes in their roles and responsibility but they had new people to report to, the name of the organization changed and modifications had to be done they had to contend
with.
B. Leadership and Organizational Behavior concepts present in problem
a) Leadership and Organizational Behavior Concept
One leadership and organization behavior concept present in this problem is a Culture of Accountability. This is so because although the employees were not a part of the planning they were the ones that have to make this work and achieve maximum success. The organization does not want to take the responsibility to say that they did not approach this the correct way but who do they really want to take the blame for them not doing their jobs, no one but the employees. The employees are made to feel like they are the ones responsible for this all not working because they are now voicing their opinions on all that is going wrong. Until the organization starts to take accountability for what they have done they will continue to encounter a large number of employees leaving the organization. No one wants to work for an organization that they feel like if something was to go wrong there would be no one to stand up for them.
b) Leadership and Organizational Behavior Concept
Communication was another of the leadership and organization behavior concept that I will touch on. This is so because while all of the planning was taking place there was no form of communication. Any information that you heard was from word of mouth (gossip) to be exact. In order for an organization to be successful in any venture that it under takes there has to be some form of communication. The initial phase of the organization was not something the employees needed to be a part of but when it came around to the implementation process they should have had or played a major role in it. This is so because they would be the ones that this would impact on a daily basis. Piedmont Heart Institute should have had in place a committee made up of employees and physicians that would take the information back to the employees as the integration process was in the planning phase. These committees should be able to discuss the implementation process and to also give ideas of what might work and not work based on the employee suggestions. If this was done then the employees would not have been so resistant to the changes that were being made.
c) Leadership and Organizational Behavior concept
Power and politics is also another part of the leadership and organizational behavior concept that I will touch on. Was this done for personal power or to advance ones career? All of the executives had one thing in common when this concept was being sought after and that was advancing in their careers. Now not only were they success in their own rights but can you blame anyone from trying to advance their careers. Well I can’t but there is a way to do things that will make them successful.
V. Possible Solutions
A. Alternative #1 Forming center of excellence (COE)
1. Steps and actions to take
One of the things that Piedmont Heart Institute could have done was to form centers of excellence. This would separate the departments by specialties and make it so that the employees would have a specific department that they support. They will need to form teams that would work with each center of excellence and allow for the physicians to know who they can go to whenever they need to have something done. Each center of excellence should be responsible for its own expertise and knowledge resources so that in turn workers can and will help each other throughout the organization to solve any problem that might arise and to improve upon them for the future.
B. Alternative #2 Each specialty should have a scheduler and an administrative assistant
1. Steps and actions to take
With the increase in physicians within the practice, each specialty or center of excellence should have some to schedule all of their procedures and an administrative assistant that will take care of all their administrative needs. This would be accomplished by hiring additional employees if needed that is more that capable of doing the job. If they are unable to hire new employees then they would have to be willing to free up some of the work that the schedulers and administrative assistant have to do. Supporting new physicians is not an easy task no matter the environment but in this case it’s worse because everyone has been uprooted and put to work with people they know nothing about. They have to learn the people that they are to work with while working with them and this is not easy. Another problem that justifies everyone having their own scheduler and administrative assistant is that each of the requirements for the physicians are different based on how they want their work done.
C. Alternative #3
Employees should be a part of the decisions that are being made because it affects them as well.
1. Steps and actions to take
With the employees not being a part of the decision making process what the managers needs to do is to give more time to employees. This would make them feel more appreciated and show that the managers are not just out for themselves. Management should take into consideration the employees whenever they have to make a decision concerning them. These decisions are affecting them something fierce because people are leaving, calling out all the time or not even showing up for work. An organization cannot be run that way because it is sure to fail at some point. Again setting up a team of employees that will attend these meetings and is able to bring information back to the other staff is what should be set up to show that success is what this organization is after.
In conclusion, Piedmont Heart Institute has a long way to go before they achieve the goals that they have set in place for themselves of being the top 10 in 10. Implement the changes that I have suggested based on my research will help them to achieve this. They must however remember that putting the employees first is what will get the job done because they are the driving force of the organization and without them the organization will not have an opportunity to succeed.
VI. References
Benevolent Leadership: Conceptualization and Construct Development. Full Text Available By: Karakas, Fahri; Sarigollu, Emine. Journal of Business Ethics. Aug2012, Vol. 108 Issue 4, p537-553. 17p. 5 Charts. DOI: 10.1007/s10551-011-1109-1.
Resources for Change: the Relationships of Organizational Inducements and Psychological Resilience to Employees ' Attitudes and Behaviors toward Organizational Change. Full Text Available By: Shin, Jiseon; Taylor, M. Susan; Seo, Myeong-Gu. Academy of Management Journal. Jun2012, Vol. 55 Issue 3, p727-748. 22p.
Adaptive Organization. Full Text Available By: Peters, Tom. Leadership Excellence. Jun2012, Vol. 29 Issue 6, p3-4. 2p. 1 Color Photograph.
Raising the standard. Full Text Available By: Herbert, Ian; Bryan, Kerrine. Management Services. Summer2012, Vol. 56 Issue 2, p30-34. 5p. 2 Color Photographs, 2 Diagrams.
Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. Full Text Available By: Avey, James; Wernsing, Tara; Palanski, Michael. Journal of Business Ethics. Apr2012, Vol. 107 Issue 1, p21-34. 14p. 2 Diagrams, 3 Charts. DOI: 10.1007/s10551-012-1298-2.
Leadership and Change: The Case for Greater Ethical Clarity. Full Text Available By: Burnes, Bernard; By, Rune. Journal of Business Ethics. Jul2012, Vol. 108 Issue 2, p239-252. 14p. 2 Diagrams. DOI: 10.1007/s10551-011-1088-2.
By
Deborah Simmonds
2296 Waters Run Decatur GA. 30035
678-887-9547
kaydra-hayden@hotmail.com
MGMT 591 – Leadership and Organizational Behavior
August 20, 2012
Prof. Joseph Plumley
Project Outline
Introduction
Problem Statement
Literature Review
Analysis
Solutions
Reflection
References
I. Introduction
A. Identify the organization
1. Brief overview of the organization
The organization that will be the topic of discussion in my final project is Piedmont Heart Institute. Building on more than a century of experience, they employ more than 85 prominent cardiovascular physicians therefore forming one of the premier cardiac centers in the region by bringing together three of the largest cardiology practices in the region. Piedmont Heart Institute was formed so that they could provide patients with a new and innovative place for care. Like many healthcare facilities, Piedmont Heart Institute …show more content…
went through a big lay off in 2010 and not only was locations shut down but it caused the layoff of quite a lot of employees. They went from being a stand-alone company to now being a part of a larger entity Piedmont Hospital. With the layoff’s, Piedmont Heart Institute lost a lot of employees that were highly valuable and cannot be replaced which means jobs are getting dropped by the way side.
As an entity operating under the umbrella of Piedmont Hospital, Piedmont Heart Institute has pledge to become the top 10 hospital in 10 years and they are well on their way to do so. They have hired some of the top physicians from all over the country to add to the already excellent physicians on staff. The cutting edge services that they are offering to the patient’s range from Cardiac care, Heart transplant services, Heart cauterization, EP (Electrophysiological) services just to name a few.
2. Identify your role within organization
Currently I work as a Medical Assistant III/Scheduler in the Surgical Department at the Piedmont Heart Institute. I see patients in the clinic, schedule appointments and surgeries in the operating room and handing the colander of one physician. I started with them back in January of 2008 when I relocated here from New York. I have been through at least two layoffs with this organization and being there when the layoffs were going on it was not a good thing. Even today people are still talking about it because it was so difficult to see people you have worked with for so long leave. As employees we felt we did not have a say in anything that was taking place and just had to go with the flow.
3. Identify issues, events, and actions that contributed to problem being discussed
The organizational problem that I will research and resolve would be to analyze the changes that was made when the three cardiology practices came together to form one. I will discuss what went wrong, what went well if anything and then provide solutions to what should have happened to make this a success. This was not an easy task and caused numerous problems from the confusion of the patients to the packing in of employees. The problems they had was that after combining the groups other employees had to take on more responsibility which was not something that they liked and then with talk of the layoffs people started to looking for work and leaving. There was the lack of communication of everything that was taking place until the last minute. This has employees in fear of what was to come. To the employees it felt like the managers cared more about their jobs than the employees.
Prior to combing these three groups, there were representation from each of the groups involved trying to make sure that the best interest of the employees were taken into considerations. Now that seemed to have worked for some time but once everyone was moved into the same location that was where the problem began. There was a time when more than one person was doing the same jobs; you had employees not knowing who to report to and even physicians getting frustrated about everything that was taking place.
II. Identify the problem you will discuss in your paper
A. Define the problem.
Piedmont Heart Institute’s mission is to be the top 10 in 10. Can they do this with the problems they have faced when combining these three groups. Can they create and deliver care by eliminating barriers when working together closely and then have a platform where leadership is shared. Will this enhance the care and services given to the community? Since the layoff they have acquired additional facilities that they have felt would not make it in this economy on their own and need the umbrella of a larger organization. Along with this came new employees and so the current employees started questioning the rationale behind the big layoffs that had taken place.
1. What is its nature?
The nature of the problem is whether they can accomplish what they have set out to do. Can they be the top 10 in 10 years? What will become of the employees if there is no one to stand up for them? Piedmont Heart Institute prides themselves as an entity that provides excellent care to their patients but they will not be able to do this without the support of their employees. Employees experiencing changes within an organization will tend to leave said organization because they tend to bring about some alterations in the current work routines and system that are radical.
B. To whom is it a problem?
The problem in question is to the employees who do not feel secure in their job. Prior to the integration of the three groups each entity practiced as a private practice and so they were able to employee as much employee as they wanted to and so once the integration took place they had to get rid of some of these employees because they would not be able to accommodate them all within the new group. This is also a problem for the higher-ups because they now have to come up with a way to solve this problem. This could also be a potential problem for the community because they are expecting to receive a certain amount of care and might end up not receiving it. They have the right to fear if their physician will be able to provide to them the services they are used to prior to the integration.
C. To what extent is it a problem?
The extent of which this is a problem is failure on the part of the organization if everything is not pulled together. There is also the fact that if employees do not feel secure in their jobs then they will tend to migrate elsewhere. Employees also have to adapt to being a part of a new organization with new set of rules and guidelines to follow. We are in a perilous time and what the managers should see and understand is that their employees will view any form of adaptivity as an arguable skill. The one thing that they can use to address this issue is to look at the success-fail factor of the organization and what it means to them. How an organization develops, recruit, appreciate and show encouragement towards its employees will encourage adaptivity because this is a 100 percent functionality of the work environment.
2. Is it part of a larger problem or are there related problems?
These are all related problems because without the employees the work will not get done and they will not be achieve their goal of being the top 10 in 10 years. It is also related to the fact that prior to this implementation that the employees where not a part of any decision that was made and is still being made. If the employees are not willing to adapt to the change that the organization is trying to implement then failure is what it is up against.
D. Show it is not a symptom of another, more fundamental problem.
This is not a symptom of another problem because my research showed that each of the organization was doing well on their own prior to forming this one entity. All three entities already were making a name for themselves with the physicians that they had. What they had set out to accomplish was to be the best of the best and to be force to be reckoned with. III. Literature Review – the foundation of your paper
A. Identification of sources and uses of information 1. Scholarly sources used to support my claim of the problem and how?
The following scholarly sources will be used to support my claim of the problem in question because they will help to prove without a doubt that the employees of an organization should have a voice in developmental and departmental changes. The articles that I would be using will be Exploring the Process of Leadership: The mediating Role of Employee Voice and Psychological Ownership, Benevolent Leadership: Conceptualization and Construct Development and Leadership and Change: The Case for Greater Ethical Clarity.
2. Scholarly sources that support my analysis and how?
The sources that will support my analysis will be, Raising the Standard, Adaptive Organization and Resources for Change: the relationship of Organizational Inducements and Psychological Resilience to Employees’ Attitudes and Behaviors toward Organizational Change. These articles will help to show that the organization has to raise their standards and adapt to changes in order to succeed.
B. Reintroduction of my research question so as to provide a smooth transition to the analysis section.
Piedmont Heart Institute’s mission is to be the top 10 in 10. Can they do this with the problems they have faced when combining these three groups. Can they create and deliver care by eliminating barriers when working together closely and then have a platform where leadership is shared. Will this enhance the care and services given to the community? Since the layoff they have acquired additional facilities that felt that in this economy they cannot make it on their own and need the umbrella of a larger organization. With this entire event taking place, what were the employees to think but that there will be another layoff therefore questioning the security of their jobs.
IV. Analysis of Problem
A. Causes of problem
a) Direct cause Formation of Piedmont Heart Institute
(1) Description of cause
Whenever you have any form of change in an organization there will always be a resistance to change. These changes are considered intrusive and disruptive of the routines of the organization by the employees. The combination of three groups was not an easy tasked for the employees because it caused the employees to be packed together in small areas. Employees have gone from working in a vast amount of space to barely having some place to work. Other causes would be the employees being given additional assignment which is increasing their work loads, they have to adjust to new working relationship with physicians and other employees alike that they are not familiar with.
b) Direct cause
Organization wanted to form an entity that would be the best in the nation.
(1) Description of cause
With Piedmont Heart Institute wanting to be the top 10 in 10 years they went about it all wrong when they combined these three large Cardiology practices.
The planning was not done appropriately or was it effective. There were questions that were unanswered because they were not asked. The executives took it upon themselves to make all decisions without consulting with the employees who this would affect. The purpose of the integration of these three groups was done so that they could form an entity that would be able to with stand the economy and the insurance companies and with the payout on insurance claims decreasing significantly this is something they felt they had to do. They needed to change the scope of the business but did not consult any of the employees about what they thought. Not only did they encounter changes in their roles and responsibility but they had new people to report to, the name of the organization changed and modifications had to be done they had to contend
with.
B. Leadership and Organizational Behavior concepts present in problem
a) Leadership and Organizational Behavior Concept
One leadership and organization behavior concept present in this problem is a Culture of Accountability. This is so because although the employees were not a part of the planning they were the ones that have to make this work and achieve maximum success. The organization does not want to take the responsibility to say that they did not approach this the correct way but who do they really want to take the blame for them not doing their jobs, no one but the employees. The employees are made to feel like they are the ones responsible for this all not working because they are now voicing their opinions on all that is going wrong. Until the organization starts to take accountability for what they have done they will continue to encounter a large number of employees leaving the organization. No one wants to work for an organization that they feel like if something was to go wrong there would be no one to stand up for them.
b) Leadership and Organizational Behavior Concept
Communication was another of the leadership and organization behavior concept that I will touch on. This is so because while all of the planning was taking place there was no form of communication. Any information that you heard was from word of mouth (gossip) to be exact. In order for an organization to be successful in any venture that it under takes there has to be some form of communication. The initial phase of the organization was not something the employees needed to be a part of but when it came around to the implementation process they should have had or played a major role in it. This is so because they would be the ones that this would impact on a daily basis. Piedmont Heart Institute should have had in place a committee made up of employees and physicians that would take the information back to the employees as the integration process was in the planning phase. These committees should be able to discuss the implementation process and to also give ideas of what might work and not work based on the employee suggestions. If this was done then the employees would not have been so resistant to the changes that were being made.
c) Leadership and Organizational Behavior concept
Power and politics is also another part of the leadership and organizational behavior concept that I will touch on. Was this done for personal power or to advance ones career? All of the executives had one thing in common when this concept was being sought after and that was advancing in their careers. Now not only were they success in their own rights but can you blame anyone from trying to advance their careers. Well I can’t but there is a way to do things that will make them successful.
V. Possible Solutions
A. Alternative #1 Forming center of excellence (COE)
1. Steps and actions to take
One of the things that Piedmont Heart Institute could have done was to form centers of excellence. This would separate the departments by specialties and make it so that the employees would have a specific department that they support. They will need to form teams that would work with each center of excellence and allow for the physicians to know who they can go to whenever they need to have something done. Each center of excellence should be responsible for its own expertise and knowledge resources so that in turn workers can and will help each other throughout the organization to solve any problem that might arise and to improve upon them for the future.
B. Alternative #2 Each specialty should have a scheduler and an administrative assistant
1. Steps and actions to take
With the increase in physicians within the practice, each specialty or center of excellence should have some to schedule all of their procedures and an administrative assistant that will take care of all their administrative needs. This would be accomplished by hiring additional employees if needed that is more that capable of doing the job. If they are unable to hire new employees then they would have to be willing to free up some of the work that the schedulers and administrative assistant have to do. Supporting new physicians is not an easy task no matter the environment but in this case it’s worse because everyone has been uprooted and put to work with people they know nothing about. They have to learn the people that they are to work with while working with them and this is not easy. Another problem that justifies everyone having their own scheduler and administrative assistant is that each of the requirements for the physicians are different based on how they want their work done.
C. Alternative #3
Employees should be a part of the decisions that are being made because it affects them as well.
1. Steps and actions to take
With the employees not being a part of the decision making process what the managers needs to do is to give more time to employees. This would make them feel more appreciated and show that the managers are not just out for themselves. Management should take into consideration the employees whenever they have to make a decision concerning them. These decisions are affecting them something fierce because people are leaving, calling out all the time or not even showing up for work. An organization cannot be run that way because it is sure to fail at some point. Again setting up a team of employees that will attend these meetings and is able to bring information back to the other staff is what should be set up to show that success is what this organization is after.
In conclusion, Piedmont Heart Institute has a long way to go before they achieve the goals that they have set in place for themselves of being the top 10 in 10. Implement the changes that I have suggested based on my research will help them to achieve this. They must however remember that putting the employees first is what will get the job done because they are the driving force of the organization and without them the organization will not have an opportunity to succeed.
VI. References
Benevolent Leadership: Conceptualization and Construct Development. Full Text Available By: Karakas, Fahri; Sarigollu, Emine. Journal of Business Ethics. Aug2012, Vol. 108 Issue 4, p537-553. 17p. 5 Charts. DOI: 10.1007/s10551-011-1109-1.
Resources for Change: the Relationships of Organizational Inducements and Psychological Resilience to Employees ' Attitudes and Behaviors toward Organizational Change. Full Text Available By: Shin, Jiseon; Taylor, M. Susan; Seo, Myeong-Gu. Academy of Management Journal. Jun2012, Vol. 55 Issue 3, p727-748. 22p.
Adaptive Organization. Full Text Available By: Peters, Tom. Leadership Excellence. Jun2012, Vol. 29 Issue 6, p3-4. 2p. 1 Color Photograph.
Raising the standard. Full Text Available By: Herbert, Ian; Bryan, Kerrine. Management Services. Summer2012, Vol. 56 Issue 2, p30-34. 5p. 2 Color Photographs, 2 Diagrams.
Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. Full Text Available By: Avey, James; Wernsing, Tara; Palanski, Michael. Journal of Business Ethics. Apr2012, Vol. 107 Issue 1, p21-34. 14p. 2 Diagrams, 3 Charts. DOI: 10.1007/s10551-012-1298-2.
Leadership and Change: The Case for Greater Ethical Clarity. Full Text Available By: Burnes, Bernard; By, Rune. Journal of Business Ethics. Jul2012, Vol. 108 Issue 2, p239-252. 14p. 2 Diagrams. DOI: 10.1007/s10551-011-1088-2.