HCA 459 Senior Project (Motivation and Conflict Resolution)
In any organization, regardless of the industry, some level of conflict and/or office bickering is inevitable and may have a damaging impact on productivity and motivation or morale. However, it is the responsibility of the manager to ensure that conflict is avoided whenever possible and, when it does occur, it is handled in an appropriate and respectful manner. With this in mind, listen to the podcast, Stop the Medical Office Bickering and respond to your selected option.
Option A: Case Study: A Matter of Motivation: The Delayed Promotion
Review the details of the case above from your course text, and respond to the following questions:
Thoroughly analyze the likely state of your ability to motivate yourself in your new position. In the process, comment to whatever extent you feel necessary on your level of confidence in the relative stability of your position and how this might affect your performance.
Describe the most likely motivational state of your HIM staff at the time you assumed the director’s position, and explain in detail why this state probably exists.
Based on the podcast, what are some proactive strategies that management could have used to reduce the potential for conflict in this situation?
Background from Text.
Case A:
A Matter of Motivation: The delayed Promotion
With considerable advance notice, the director of health information management resigned to take a similar position in a hospital in another state. Within the department it was commonly assumed that you, the assistant director, would be appointed director; however, a month after the former director’s departure, the department still running without a director. Day-to-day operations had apparently been left in your hands, but the hospital’s chief operating officer had begun to make some of the administrative decisions affecting the department.
After another month had passed, you learned “through the grapevine” that the hospital had interviewed several candidates for the position of director of health information management. Nobody had been hired.
During the next few weeks you tried several times to discuss your uncertain status with the COO. Each time you tried, you were told simply to “keep doing what you are now doing.”
Four months after the previous director’s departure, you were promoted to director of HIM. The first instruction you received from the COO was to abolish the position of assistant director.
In any organization, regardless of the industry, some level of conflict and/or office bickering is inevitable and may have a damaging impact on productivity and motivation or morale. However, it is the responsibility of the manager to ensure that conflict is avoided whenever possible and, when it does occur, it is handled in an appropriate and respectful manner. With this in mind, listen to the podcast, Stop the Medical Office Bickering and respond to your selected option.
Option A: Case Study: A Matter of Motivation: The Delayed Promotion
Review the details of the case above from your course text, and respond to the following questions:
Thoroughly analyze the likely state of your ability to motivate yourself in your new position. In the process, comment to whatever extent you feel necessary on your level of confidence in the relative stability of your position and how this might affect your performance.
Describe the most likely motivational state of your HIM staff at the time you assumed the director’s position, and explain in detail why this state probably exists.
Based on the podcast, what are some proactive strategies that management could have used to reduce the potential for conflict in this situation?
Background from Text.
Case A:
A Matter of Motivation: The delayed Promotion
With considerable advance notice, the director of health information management resigned to take a similar position in a hospital in another state. Within the department it was commonly assumed that you, the assistant director, would be appointed director; however, a month after the former director’s departure, the department still running without a director. Day-to-day operations had apparently been left in your hands, but the hospital’s chief operating officer had begun to make some of the administrative decisions affecting the department.
After another month had passed, you learned “through the grapevine” that the hospital had interviewed several candidates for the position of director of health information management. Nobody had been hired.
During the next few weeks you tried several times to discuss your uncertain status with the COO. Each time you tried, you were told simply to “keep doing what you are now doing.”
Four months after the previous director’s departure, you were promoted to director of HIM. The first instruction you received from the COO was to abolish the position of assistant director.
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