Why Should I Always Go the Extra Mile?

Authority/Leadership
Order Description
This week you will have two (2) separate Discussion opportunities to complete your postings. Discussion 1 will ask for your advice as a manager and will contain two (2) cases. Discussion 2 will ask you to look at the difference between management and leadership and the concept of emotional intelligence (EI). Be sure to respond to at least one colleague for each of the discussions
Post your responses to the Discussion based on the course requirements.
For Week 2 Discussion 1 please refer to the following Case Studies:
A. #55: To Manage the Manager (Authority)
Put yourself in Margies position. Using your Learning Resources to back up your decisions how would you advise Nancy to proceed?
McConnell R. (2011). Case Studies in Health Care Supervision 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.
B. #50: Why Should I Always Go the Extra Mile? (Authority/Leadership)
Develop individual advice for both Harry and Millie based on the principles of organizational behavior addressed in your Learning Resources.
McConnell R. (2011). Case Studies in Health Care Supervision 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.
This week you will have two (2) separate Discussion opportunities to complete your postings. Discussion 1 will ask for your advice as a manager and will contain two (2) cases. Discussion 2 will ask you to look at the difference between management and leadership and the concept of emotional intelligence (EI). Be sure to respond to at least one colleague for each of the discussions
Post your responses to the Discussion based on the course requirements.
For Week 2 Discussion 1 please refer to the following Case Studies:
A. #55: To Manage the Manager (Authority)
Put yourself in Margies position. Using your Learning Resources to back up your decisions how would you advise Nancy to proceed?
McConnell R. (2011). Case Studies in Health Care Supervision 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.
B. #50: Why Should I Always Go the Extra Mile? (Authority/Leadership)
Develop individual advice for both Harry and Millie based on the principles of organizational behavior addressed in your Learning Resources.
McConnell R. (2011). Case Studies in Health Care Supervision 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.
Case # 55 : To Manage The Manager
Primary Topic Employee Problems and Problem Employees
Additional Topics Authority; Communication; Leadership; Motivation.
From the look on the face across the desk from her human resources representative
Margie Olson thought she had better pay special attention to what supervisor Nancy
Wright was saying. Not ordinarily given to emotional displays Nancy was clearly on
the verge of tears as she spoke of increasing frustration and pressure that she apparently
felt was to the result of the behavior of another supervisor.
Please understand Nancy was saying that my job and the jobs of Linda
Williams and Mark Allen are extremely interrelated. The three of us work at the
same level and report to the same boss. Mark does just fine and I dont have any
problems because of him. But Linda is making my life miserable and I dont know
how to change things.
Margie asked Miserable how?
Linda simply will not address any real problems that arise and she continually
puts off any decisions that have to be made.
How does that affect you?
It means I do her work and so does Mark. At least the more difficult stuff. She
schedules disciplinary conferences to happen when shes conveniently not going to
be here. In the same way she procrastinates on decisions until someone elseusually
Mark or myselfis forced to make them.
Margie asked Why are you and Mark always so conveniently available to bail
her out?
The way were organized the three of us are set up to cross-cover each others
areas on virtually a minutes notice. Jane Worth set it up that way.
At the mention of the three supervisors mutual boss Margie asked What about
Jane? Isnt she aware of whats going on with Linda?
I dont know how aware she really is. Anyway it seems like any time Jane calls
Linda on the carpet for anything Linda manages to shift the blame to someone else.
Usually Mark or me. Remember Linda was on the scene before I came here and
before Mark was promoted. Linda and Jane go a long way back and anyway Ive
never felt I could go to my boss with a complaint about a peer supervisor.
Nancy was silent a moment strain evident in her expression. At last she said I
dont know how to fix this. I only know I cant remain on this job forever picking
up the slack for a supervisor who refuses to be accountable.
Instructions: Put yourself in Margies position and advise Nancy how to proceed in the matter of the apparent responsibility dodging by a fellow supervisor.
Case # 50: Why should I always Go the Extra Mile?
Primary TopicCommunication
Additional TopicsAuthority: Leadership; Motivation.
I practically have to set a trap for my boss to get him to stand still and listen to me
for 2 minutes complained maintenance supervisor Harry Jones.
I could almost say that youre lucky said Millie Phillips. I wish I could get
my boss off my back. All shes ever doing is communicating. Millie spoke the word
communicating with considerable scorn.
Harry shrugged. I wouldnt have thought there was such a thing as too much
communication. Half the time Im in the dark as to whats expected of me and my
crew. Outside of scheduled preventive maintenance that is.
There is such a thing as too much communication. I know my job but Im
always being reminded how to do it. And if Im being given a simple assignment
I dont have to have it explained three times and then asked five times along the way
if Ive got any questions. Its a big big pain.
I think I could use a little of that pain said Harry. To get a few words in side-
ways with that guy Ive got to follow him down the hall at top speed trying to talk
while Im nearly running.
How about department staff meetings? asked Millie. Or your regular meet-
ing? You do have a regularly scheduled meeting with your manager? Every supervisor I know has one.
If so its everybody but me. And staff meetings are as rare as major natural
disasters. Lots of staff meetings regularly scheduled but always canceled for one
reason or another.
Millie inquired Have you ever asked about a staff meeting? Or requested a
regular time for you to meet with him?
No.
Or put any of your concerns in writing to him? Tried to nail him down to
answering on paper?
I dont think thats my place said Harry. Hes responsible for the operation
of the whole department not me. He ought to have a real interest in communicating
Resource :
McConnell R. (2011). Case Studies in Health Care Supervision 2e. Copyright 2011 by Jones & Bartlett Learning. Used by permission.
Borkowski N. (2011). Organizational behavior in health care (2nd ed.). Sudbury MA: Jones and Bartlett.
Chapter 1 Overview and History of Organizational Behavior
Borkowski N. (2011). Organizational Behavior in Health Care 2e. Copyright 2011 by Jones & Bartlett Learning. Reprinted by permission.
Freshman B. & Rubino L. (2002). Emotional intelligence: A core competency for health care administrators. The Health Care Manager 20(4) 19. Retrieved from http://auth.waldenulibrary.org/ezpws.exe?url=http://search.ebscohost.com/login.aspx?direct=true&db=mnh&AN=12083173&site=ehost-live&scope=site
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