Integrated Case Study: Leading in a Hostile Environment
Two great hospital systems are merging; Medical One, the larger of the two by far, with a stronger customer service platform, and one that was acquired via this merger of Healthcare Plus, who’s strength is one of a more financially sound practice operations. The best of both worlds is the desired end-state of the new firm. Colleen Brooks has been tasked with the position of Regional Director of Nursing Efficiency, overseeing operations in four states, and encompassing direct reports of eleven nursing mangers from Medical One, and thirteen from Healthcare Plus, for a total of fourteen managers. Colleen faces multiple situations to evaluate in terms of decision making, be it leadership, …show more content…
For Colleen, the skill and experience her managers have do not warrant a directive style in the big picture; such leadership style would only damage or insult her managers with such leadership style. Further, even though Colleen is overseeing them, managers by its nature tend to have some level of control over their area or work environment, and therefore have an internal locus of control and prefer a participative leadership style. as situational variable or opportunities for efficiency to grow and strengthen from or with. As change does need to happen within the operation for the efficiency needed within the new operation, the environmental contingencies will need some directive leadership style to start with, over the participation style. Not to worry though, this style will only implemented in the interim. Task structure needs a directive style when things are not routine; once managers adapt to new routines, the directive style and bleed over into a participation style as well. Same would also be so for the team dynamics in environmental contingencies. As team cohesion is low or have a need of counteracting norms, the directive style would steer the managers towards each other for performance-oriented …show more content…
An organizational culture is what is important to them, what directs them towards doing things as they deem the “right way”. Here one has a culture that has strong customer service; whereas the other has a culture that is effective at holding down the costs efficiently. As both these cultures would benefit from the other, no one more important than the other, stressing one culture over the other would not be the way to lead the group. Integration is a way that both existing cultures can improve, creating a new culture, one that is not biased to either former culture, and yet would be the best of both
Two great hospital systems are merging; Medical One, the larger of the two by far, with a stronger customer service platform, and one that was acquired via this merger of Healthcare Plus, who’s strength is one of a more financially sound practice operations. The best of both worlds is the desired end-state of the new firm. Colleen Brooks has been tasked with the position of Regional Director of Nursing Efficiency, overseeing operations in four states, and encompassing direct reports of eleven nursing mangers from Medical One, and thirteen from Healthcare Plus, for a total of fourteen managers. Colleen faces multiple situations to evaluate in terms of decision making, be it leadership, …show more content…
For Colleen, the skill and experience her managers have do not warrant a directive style in the big picture; such leadership style would only damage or insult her managers with such leadership style. Further, even though Colleen is overseeing them, managers by its nature tend to have some level of control over their area or work environment, and therefore have an internal locus of control and prefer a participative leadership style. as situational variable or opportunities for efficiency to grow and strengthen from or with. As change does need to happen within the operation for the efficiency needed within the new operation, the environmental contingencies will need some directive leadership style to start with, over the participation style. Not to worry though, this style will only implemented in the interim. Task structure needs a directive style when things are not routine; once managers adapt to new routines, the directive style and bleed over into a participation style as well. Same would also be so for the team dynamics in environmental contingencies. As team cohesion is low or have a need of counteracting norms, the directive style would steer the managers towards each other for performance-oriented …show more content…
An organizational culture is what is important to them, what directs them towards doing things as they deem the “right way”. Here one has a culture that has strong customer service; whereas the other has a culture that is effective at holding down the costs efficiently. As both these cultures would benefit from the other, no one more important than the other, stressing one culture over the other would not be the way to lead the group. Integration is a way that both existing cultures can improve, creating a new culture, one that is not biased to either former culture, and yet would be the best of both