James Winthrope is the President/CEO of SU Medical Center, a 175-bed acute care hospital, a subsidiary of Hospitals R Us, Inc., a highly respected health care management organization. Accredited by the Joint Commission on the Accreditation of Health Care Organizations (Joint Commission or JCAHO), SU Medical has served the Holcomb community since 1979. Mr. Winthrope and his staff are committed to providing the highest level of quality care and advanced technologies to this growing community.
It has come to Mr. Winthrope’s attention that patients in the emergency room (ER) have consistently made complaints about the unsanitary conditions of the waiting room, the bathrooms, and most recently the overflowing waste bins outside the doors of the ER. After close investigation, Mr. Winthrope discovered that there were certain employees in environmental services (ES) department that regularly neglected their duties. Instead of performing their assigned tasks, they spend their time socializing on various floors and taking numerous breaks. Immediate action had to be taken to address this problem to avoid additional complaints and possible sanctions from state regulatory agencies.
Mr. Winthrope called the director of the environmental services department and requested that he provide a full review of all ES employees and the housekeeping rotation/schedule. After careful review of this information by Mr. Winthrope and the ES director, new rotation times were created for lobby and waste maintenance. A separate schedule was set up for bathroom cleaning and check-ups. Employees displaying poor performance were written up and issued a warning that the next offense would result in further action as per the facility’s disciplinary policy.
Based on the different styles of leadership, which style would be most appropriate to address the issue with the ES employees? Why?
How should leaders and managers address workplace issues based on specific styles of leadership?
What intrinsic and extrinsic rewards could management provide to motivate and increase productivity in ES employees?
How could perception, thinking, and behavioral characteristics influence the behavior of the ES employees?
What alternative methods could Mr. Winthrope use to improve communication between the director and the employees of the ES department?
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The most appropriate style of leadership to address the issue with the ES employees would be the authoritarian style. This style of leadership involves taking charge and making decisions, delegating tasks, and enforcing rules and regulations. It is appropriate in this situation because there is a clear problem that needs to be addressed, and immediate action needs to be taken to prevent further complaints and possible sanctions from state regulatory agencies. The authoritarian style allows Mr. Winthrope to take control of the situation and make the necessary changes to improve the conditions in the ER.
Leaders and managers should address workplace issues based on specific styles of leadership by first identifying the problem and then determining the most appropriate style of leadership to address it. For example, in this situation, the authoritarian style is appropriate because there is a clear problem that needs to be addressed, and immediate action needs to be taken. However, in other situations, a different style of leadership may be more appropriate. For example, a democratic style of leadership may be more appropriate in a situation where employees are being asked to provide input and feedback on a new policy or procedure.
Intrinsic rewards that management could provide to motivate and increase productivity in ES employees include recognition for a job well done, opportunities for advancement, and a sense of accomplishment. Extrinsic rewards include bonuses, pay raises, and other forms of financial compensation.
Perception, thinking, and behavioral characteristics can influence the behavior of ES employees in a number of ways. For example, if employees perceive that management does not care about their well-being or that their contributions are not valued, they may not be motivated to perform their duties. On the other hand, if employees think that management is genuinely concerned about their well-being and that their contributions are valued, they may be more motivated to perform their duties. Behavioral characteristics, such as a tendency to procrastinate or take excessive breaks, can also influence the behavior of employees.
Alternative methods that Mr. Winthrope could use to improve communication between the director and the employees of the ES department include regular staff meetings, an employee suggestion box, and a suggestion rewards program. He could also use social media and other forms of digital communication to reach out to employees and gather feedback. Mr. Winthrope could also establish an open-door policy where employees feel free to approach him or the director with any issues or concerns they may have.
