The New Director

TheNew Director

TheNew Director

Kennedy Medical Center has been in operation for quite a number ofyears. The medical Center has been experiencing various challenges inits daily operation. The challenges include large crowds of patientsand clients waiting for many hours without being attended. This hasbeen so because of poor management and coordination of the staffmembers employed in the facility. The medical center too faced otherchallenges that included insufficiency of beds and staff members inthe hospital that in many situations forced them to turn awayemergency services to other medical centers and facilities.

Dr. Grant is the new department director. After a few days of work atthe Kennedy Medical Center, Dr. Grant witnesses some of the problemsfacing the facility and he is determined to change the situation. Heis determined to solve the problems facing Kennedy Medical Center incollaboration with the staff members. As mentioned earlier on, thesituation at Kennedy Medical Center is in a mess. To start with,there were always large crowds of patients and clients waitingpatiently for hours in the emergency department and this forces thehospital to turn away ambulances and any kind of emergency service.This is because the medical center does not have beds and enoughstaff members to attend to the patients.

On one occasion, Dr. Grant approaches a few staff members of thefacility and he shares with them his ideas of improving the situationin the facility. On the very day thee idea is intended to beimplemented, many of the staff members fail to turn up for work andthe situation gets even more worse. Ms. Downs is frustrated aboutthis whole idea and confronts Mr. Grant blaming him for the messiersituation at the facility.

The problems facing the individual-level is the fact that most of thestaff members are slow, lack individual motivation, poor in theirservice and they care less of the situation in the facility. As wesaw earlier, many of them did not turn up on the day that they hadagreed to implement the ideas. The only way to solve theindividual-level problems is to motivate the workers and to encouragethem to work harder with little supervision (Marquis,2009). The director should make a point of engagingwith them and try to figure out the challenges that staff members arefacing. The team-level especially in the emergency department hasbeen slow in terms of attending to the patients at various levels inthe department. The solution to this would be to set out clearprocedures in the department that would ensure speedy receiving,attending and discharging of patients. The system-level includes thegeneral management of the facility. The facility does not have enoughbeds and staff members (Sullivan,2005). Clear policies should be clearly set by themanagement in terms of issuance of days off for the staffs and ensurethat they buy and increase the beds in the hospital. More staffmembers should also be employed to work at the facility (Carmichael,2011).

Dr. Grant could have avoided the current situation. He would havegone into details to establish the number of number of staff memberswho were not available on that day and perhaps set out theimplementation of the idea on the day that every staff was available.Dr. Grant would have selected various staff in the departments tosupervise the implementation of the ideas. The day too could havebeen moved to another day of the week that was not that busyaccording to daily reports and registers (Rushmer,2002).

Dr. Grant as the new director should focus on the leadership andmanagement tips that will drive forth to changing the messy situationat the Kennedy medical Center. He should start by creating systemsthat will ensure staff answerability and compensation, shape andmodel his leadership skills, availing the required resources to aidin the continuance of effective service delivery in the department.To steer the above strategies, Mr. Grant must ensure he incorporatessmart objectives. The objectives must be Specific, Measurable,Achievable, Realistic and Time-bound (Barr,2008).

References

Barr,J., &ampDowding, L. (2008).&nbspLeadershipin health care.Los Angeles, CA: Sage Publications.

Carmichael,J. (2011).&nbspLeadershipand management development.Oxford: Oxford University Press.

Marquis,B. L., &amp Huston, C. J. (2009).&nbspLeadershiproles and management functions in nursing: Theory and application.Philadelphia: Wolters Kluwer Health/Lippincott Williams &amp Wilkins.

Rushmer,R. K. (2002).&nbspOrganisationdevelopment in health care: Strategic issues in health care management.Aldershot, Hants, England: Ashgate.

Sullivan, E.J., &amp Decker, P. J. (2005).&nbspEffectiveleadership and management in nursing.Upper Saddle River, N.J: Pearson/Prentice Hall.