Strategic managemnt
Developed by John R. Schermerhorn, Jr., Ohio University
Shane Alexander is the personnel director of the Central State Medical Center. One of her responsibilities is to oversee the hospital's supervisory training programs. Recently Shane attended a professional conference where a special “packaged” training program was advertised for sale. The package includes a set of videotaped lectures by a distinguished management consultant plus a workbook containing readings, exercises, cases, tests, and other instructional aids. The subjects covered in the program include motivation, group dynamics, communication skills, leadership effectiveness, performance appraisal, and the management of planned change.
In the past Shane felt that the hospital had not lived up to its supervisory training goals. One of the reasons for this was the high cost of hiring external consultants to do the actual instruction. This packaged program was designed, presumably, so that persons from within the hospital could act as session coordinators. The structure of the program provided through the videotapes and workbook agenda was supposed to substitute for a consultant's expertise. Because of this, Shane felt that use of the packaged program could substantially improve supervisory training in the hospital.
The cost of the program was $3,500 for an initial purchase of the videotapes plus 50 workbooks. Additional workbooks were then available at $8 per copy. Before purchasing the program, Shane needed the approval of the senior administrative staff.
At the next staff meeting Shane proposed purchasing the training program. She was surprised at the response. The hospital president was noncommittal; the vice-president was openly hostile; and the three associate administrators were varied in their enthusiasm. It was the vice-president's opinion that dominated the discussion. He argued that to invest in such a program on the assumption that it would lead to improved supervisory practices was unwise.
Shane Alexander is the personnel director of the Central State Medical Center. One of her responsibilities is to oversee the hospital's supervisory training programs. Recently Shane attended a professional conference where a special “packaged” training program was advertised for sale. The package includes a set of videotaped lectures by a distinguished management consultant plus a workbook containing readings, exercises, cases, tests, and other instructional aids. The subjects covered in the program include motivation, group dynamics, communication skills, leadership effectiveness, performance appraisal, and the management of planned change.
In the past Shane felt that the hospital had not lived up to its supervisory training goals. One of the reasons for this was the high cost of hiring external consultants to do the actual instruction. This packaged program was designed, presumably, so that persons from within the hospital could act as session coordinators. The structure of the program provided through the videotapes and workbook agenda was supposed to substitute for a consultant's expertise. Because of this, Shane felt that use of the packaged program could substantially improve supervisory training in the hospital.
The cost of the program was $3,500 for an initial purchase of the videotapes plus 50 workbooks. Additional workbooks were then available at $8 per copy. Before purchasing the program, Shane needed the approval of the senior administrative staff.
At the next staff meeting Shane proposed purchasing the training program. She was surprised at the response. The hospital president was noncommittal; the vice-president was openly hostile; and the three associate administrators were varied in their enthusiasm. It was the vice-president's opinion that dominated the discussion. He argued that to invest in such a program on the assumption that it would lead to improved supervisory practices was unwise.