Assignment 1: Managerial Roles in Healthcare

Assignment 1: Managerial Roles in Healthcare – A manager has three key organizational roles: information, decisional, and interpersonal roles. In healthcare settings, managers can perform…

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Assignment 1: Managerial Roles in Healthcare

Solution

A manager has three key organizational roles: information, decisional, and interpersonal roles. In healthcare settings, managers can perform their informational roles by monitoring to gather clinical and operational evidence and information, share which includes exchanging healthcare information, and being a spokesperson where they provide information externally. In this regard, information roles require the manager to collect and share knowledge to improve practice while acting as the organization’s voice.

Second, managers can perform their decision roles through entrepreneurship by innovating and improving healthcare practices, handling disturbances to resolve disagreements among staff among other stakeholders or problems in the facility or resource allocation to ensure healthcare and financial resources are distributed appropriately to improve operational efficiency.

Third, healthcare managers can perform interpersonal roles by negotiating with external parties to represent the organization, leading to provide direction to the healthcare providers on the most appropriate way to achieve the organization’s objectives, developing external relationships that can help strengthen the healthcare operation and as a figurehead where they act as the organization’s external representative.
While disagreements are normal in the workplace, there is a need to handle them effectively to create a more productive and happier work environment (Tjosvold et al., 2019).

Healthcare leaders are expected to anticipate and solve these problems through emotional intelligence and awareness. In this regard, handling conflict can help create a positive environment that benefits all the organization members. According to Labrague et al. (2018), conflicts are inevitable and are healthy elements of human relationships. However, the key point is to ensure that the conflicts are maintained appropriately to prevent toxicity in the workplace.

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In my practice, I have had an instance where we had uncoordinated operations because our manager was ineffective in his decision role. Specifically, our branch manager could not effectively handle conflict among the organization’s staff, which affected collaboration between the staff members. It happened that we were working in two teams to implement change plans in the facility. However, some of the members of our team and others from the other team had different approaches on how the change plan should be implemented.

Our team supported that the change plans should be implemented to improve patient care, which was also the organization’s primary goal. However, some other team members argued that although patients are the main focus of the change projects, we should begin with improving the working conditions of the organizations, especially on the policies. They also added the nurse-to-patient ratio and working shifts were inappropriate, which required more attention than the patient care.

As a result, the members from the other group ceased to cooperate in implementing measures that aimed at improving patient care. According to the initial plan, the working conditions would be improved after focusing on patient care. In this case, the two groups advocated for different stakeholders, who they felt their needs were more essential than the others, resulting in a conflict.

Our manager, who acts as a mediator for employees with clashing preferences, ignored the conflict despite being aware of the tension between the two teams. In this regard, he did not solve the problem and instead insisted on giving way forward and imposed punishments on employees who did not adhere to the plan. I feel like his avoidance approach worsened the situation because both teams did not get into an agreement.

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This resulted in the other team members quitting the implementation plan as they were dissatisfied with the plan and their opinions were not heard. While we could not carry on with the project as a single team, we were forced to put it aside until the issue was resolved. Gladly, the organization’s senior team got concerned with the matter and resolved the conflict by explaining the need to prioritize patient care and agreed that the policies would be made more effective.

References

• Labrague, L. J., Al Hamdan, Z., & McEnroe-Petitte, D. M. (2018). An integrative review on conflict management styles among nursing professionals: Implications for nursing management. Journal of Nursing Management, 26(8), 902-917. https://doi.org/10.1111/jonm.12626
• Tjosvold, D., Wong, A. S., & Chen, N. Y. (2019). Managing conflict for effective leadership and organizations. Oxford Research Encyclopedia of Business and Management. https://doi.org/10.1093/acrefore/9780190224851.013.240

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