Marketing Assignment

Assignment 1The following Assignment Questions should be completed and submitted to the course faculty via the learning platform for evaluation and grading. Submit your responses to these questions in one WORD document. List the question first, and then your response. Your response must adequately cover the question without being wordy or relying on “yes” or “no” responses

Case Study: Becoming a Split-Department Manager Imagine that you are the manager of a department, the function of which is to provide service in your chosen profession. In other words, if your career is medical laboratory technology, you are a laboratory manager; if your field is physical therapy, you manage physical therapy or rehabilitation services, and so on. You are employed by a 60-bed rural hospital, an institution sufficiently small that you represent the only level of management within your function (unless your profession is nursing, in which case there will be perhaps two or three levels of management). This means that unless you are a first-line manager in nursing (for example, head nurse), you report directly to administration. You have been in your position for about two years. Following some stressful early months, you are beginning to feel that you have your job under control most of the time. A possibility that for years had been talked about and argued throughout the local community, the merger of your hospital with a similar but larger institution (90 beds) about 10 miles away, recently became a reality. One of the initial major changes undertaken by the new corporate entity was realignment of the management structure. In addition to placing the new corporate entity under a single chief executive officer, the realignment included, for most activities, bringing each function under a single manager. Between the merger date and the present, most department managers have been involved in the unpleasant process of competing against their counterparts for the single manager position. You are the successful candidate, the survivor. Effective next Monday, you will be running a combined department in two locations consisting of more than twice the number of employees you have been accustomed to supervising.

1. Generate a list of the ways in which you believe your responsibilities and the tasks you perform are likely to change because of the merger and your resulting new role. Hint: It may be helpful to make lists of what you imagine to be the circumstances before and after your appointment. For example, two obvious points of comparison involve number of employees (which implies many necessary tasks) and travel inherent in the job. See how long a list you can generate.

2. What does this split-department situation do to your efficiency as a manager, and how can you compensate for this change?

3. On which specific management skill should the newly appointed split-department manager be concentrating?

Case Study: In Need of Improvement?

You are an administrative staff specialist newly employed by the hospital to act as a management engineer and address a number of issues relating to operating efficiency. Your first assignment is to analyze work methods and staffing in the central sterile supply division of materials management. The department was singled out for study because:

• The manager, a registered nurse who has held the job for more than 25 years, has requested two more processing aides although her staff is already one person larger than that of another area hospital of equivalent size.

• There has been a recent, seemingly unexplainable, upturn in the consumption of disposables. • A number of storage shelves appear to be stocked to overflowing with infrequently used items.

• The department issues frequent rush orders to obtain needed items that have completely run out.

• Observed conditions in the department include an overcrowded storage area, a seemingly inadequate decontamination area, and a grossly over-sized processing area referred to by most employees as “the ballroom.

” On your initial visit to the department the first thing the manager says to you is: “So you’re the one who’s going to tell us what we’re doing wrong?” Her tone is none too friendly.

1. Develop a proposed approach to a complete study of the department, including the sales pitch you would use to try winning the manager’s cooperation and support, specifying what should be done, why it should be done, and how you propose to address the inevitable resistance of both manager and staff.

Assignment 2

Case Study: Authority and Leadership: Rising from the Ranks After working eight years as a staff nurse on a general medical/surgical unit, Julie Davis was appointed nurse manager of that unit. Following a staff meeting at which her promotion was announced, Julie found herself surrounded by three longtime coworkers offering their congratulations and making other observations and comments.

“I’m really happy for you,” said Sarah Johnson. “This sounds like a terrific career step. But I suppose this means our carpool is affected, since your hours are bound to be a lot less predictable from now on.” Elaine Rowe said, “And I guess that shoots the lunch bunch, too. Management commitments, you know.” The emphasis on management was subtle though undeniable, and Julie was not at all sure that she was pleased with what she was hearing. Jane Davidson offered, “Well, maybe now we can get some action on a few age-old problems. Remember, Julie, you used to gripe about these things as much as the rest of us.” “We’ve all complained a lot,” Sarah agreed. “That’s been sort of a way of life around here.” The tone of her voice shaded toward a suggestion of coolness and her customary smile was absent when she added, “Now Julie’s going to be in a position where she can do something, so let’s hope she doesn’t forget who her friends are.”

Elaine and Jane looked quickly from Sarah to Julie. For an awkward 10 seconds or so nobody spoke. At last someone passing by said something to Julie, and as Julie turned to respond, Elaine, Jane, and Sarah went their separate ways.

1. Identify the potential advantages Julie might enjoy in becoming manager of a group of which she has long been a member, and contrast these with the possible disadvantages that might present themselves because she has long been a member of this group.

2. Describe how you believe Julie will have to proceed in establishing herself as the legitimate possessor of supervisory authority on the unit and describe the sources and forms of Julie’s authority.

Case Study: Paid to Make Decisions?

Carrie Wilson, a registered nurse with more than 10 years of active supervisory experience, was hired from outside as nursing manager for the emergency department of County Hospital. It was Carrie’s style to develop insight into how to manage a given operation by putting herself where the action was and becoming totally immersed in the work. She quickly discovered, however, that her tendency to become deeply involved in hands-on work drew reactions from staff members ranging from surprise to resentment. She also discovered that her predecessor, who had been in the position for several years, had been referred to as “the Invisible Nurse.” As someone said about the former manager, “I think she was a very pleasant person, but that’s hard to say because we almost never saw her.” Despite the legacy of the Invisible Nurse, Carrie provided a constant management presence and seemed determined to remain deeply involved in the work of the department. She was also determined to improve vastly the level of professionalism in the department, a quality that had struck her from the first as decidedly lacking. In a short time, Carrie had moved to reinstate and enforce a long-ignored dress code for the department, eliminate personal telephone calls during working hours except for urgent situations, curb chronic tardiness on the part of some staff members, bar food and drink and reading materials from work areas (also a reemphasis of long-ignored rules), and curb the practice of changing scheduled days of work after the time limit allowed by policy.

Carrie had moved to reinstate and enforce a long-ignored dress code for the department, eliminate personal telephone calls during working hours except for urgent situations, curb chronic tardiness on the part of some staff members, bar food and drink and reading materials from work areas (also a reemphasis of long-ignored rules), and curb the practice of changing scheduled days of work after the time limit allowed by policy. Carrie found her efforts frustrated at every turn. As she said to her immediate superior, “I can’t understand the reaction. All I’ve done is insist that a few hospital rules be followed—mostly rules that have been there all along but were being ignored—and added a few twists unique to the emergency department. Just that, and yet the bitterness and lack of support and even resentment are so strong I could slice them. I’m getting all-out resistance from a few people whom I would still have to describe as good, professional nurses at heart.” Carrie’s boss, the Vice President for Nursing Service, said, “Do you suppose you may have been pushing too hard, hitting them with one surprise after another without knowing how they felt and without asking for their cooperation?” “That’s possible,” answered Carrie, “but now I’m committed on several fronts and I can’t back down on any of them without looking bad to the department.” “Don’t think of this as a contest of wills or a game,” said the Vice President. “It may benecessary for you to back down temporarily in some areas or at least hold a few of your improvements up in the air for a while. It may not hurt to fall back and involve a few of your staff in looking at the apparent needs of the department.” With a touch of impatience in her voice, Carrie said, “Oh, I’ve heard all this stuff about participative management and staff involvement in making decisions. That may be the way for some, but that’s never been my style. I’m paid to make decisions so I make them—I don’t try to avoid responsibility by encouraging employees to make my decisions.”

1. What are the weaknesses, if any, in Carrie’s final statement about decision-making responsibility?

2. What has essentially been wrong with Carrie’s approach to raising the level of professionalism in the department?

3. How has Carrie’s behavior altered or otherwise affected the environment within which she expects her decisions to be implemented?

4. Ideally, how should Carrie have initially approached her plan to improve the emergency department? 5. Given the state of affairs Carrie is facing as of her conversation with the vice president, how should she go about attempting to salvage some of her ideas and proceed with the improvement of the department? Keep in mind that at this stage her actions have probably had serious effects on her chances of implementing her plans, and some of the decisions she may have already made may have to be revisited in different fashion.

Assignments 3.

The following Assignment Questions should be completed and submitted to the course faculty via the learning platform for evaluation and grading. Submit your responses to these questions in one WORD document. List the question first, and then your response. Your response must adequately cover the question without being wordy or relying on “yes” or “no” responses.

Exercise: Developing a Job Description Select a healthcare profession or occupation and write a job description for it. It will be most helpful to use an occupation in which you have worked or for which you are preparing. Following completion of the job description, prepare a condensed description of that job in less than one half page that could be used for recruiting purposes.

Exercise: Creating Organizational Charts For a work organization and a specific department or function with which you are familiar, create two organizational charts—a master chart for the overall organization and a supplementary chart depicting the structure and arrangement of the specific department or function. (If you have no familiarity with an actual work organization, invent an organization and department in chart form using the chapter’s material for guidance.)

Questions (Refer to the organization chart created above)

1. Is the organization more appropriately described as centralized or decentralized? Why?

2. What management position appears to have the broadest span of control in terms of number of direct reporting employees? Why?

3. What is the longest single departmental chain of command in the organization, and how many levels does it consist of?

4. Assuming that dramatic losses of business activity have necessitated reorganizing,revise your original master chart to “flatten” the organization by at least one level in two principal chains of command.

Assignments 4

The following Assignment Questions should be completed and submitted to the course faculty via the learning platform for evaluation and grading. Submit your responses to these questions in one WORD document. List the question first, and then your response. Your response must adequately cover the question without being wordy or relying on “yes” or “no” responses.

EXERCISE: ADJUSTING THE BUDGET Review the information presented below in the Sample Operating Budget for the Department of Physical Therapy and adjust this budget according to the following:

• You have just learned that inpatient charges will probably be 3% higher than projected and that outpatient charges are expected to increase by 8%, and that your research grant support will be reduced by half.

• The continuing education conference projected to net $3,200 has been canceled.

• Salary expenses will likely be 2% higher than originally anticipated.

• You are required to show a projected net profit of at least 50% of total revenue. If your revised budget generates less than this level of net profit or surplus, indicate where you can probably cut expenses to meet the target and explain why the expenses you have chosen to cut are your best choices. Sample Operating Budget—Department of Physical Therapy (July 1, 20n1, through June 30, 20n2) I. Revenue and Income

A. Inpatient Charges $550,000 B. Outpatient Charges 310,000 C. Research Grant Support 29,000 MGT513 – Management Principles for Health Care Professionals Course Syllabus 21 D. Continuing Education Conference 3,200 E. Supplies and Equipment Sales 11,500 Total Revenue II. Expenses Direct Expenses $903,700 A. Salaries $260,000

B. Consultant 2,500 C. Honorarium 1,500 D. Minor Equipment 6,000 E. Equipment Rental 2,000 F. Travel 2,500 G. Telephone 5,000 H. Supplies 6,000 I. Postage 350 J. Copy Machine Rental 11,000 K. Advertisement 1,500 L. Dues 800 M. Books 350 N. Equipment Maintenance and Service Contracts 2,000 Total Direct Expenses III. Indirect Expenses $301,500 A. Employee Benefits (23%) $59,800 B. Administration 23,000

C. Equipment Depreciation 7,200

D. Physical Plant Operation 39,000

E. Maintenance and Repairs 2,000

F. Building Depreciation 6,000 G. Laundry/Linen 2,500 H. Housekeeping 4,900 Total Indirect Expenses $144,400 Total Expenses $445,900 Net Profit or Loss $457,800

Assignments 5

The following Assignment Questions should be completed and submitted to the course faculty via the learning platform for evaluation and grading. Submit your responses to these questions in one WORD document. List the question first, and then your response. Your response must adequately cover the question without being wordy or relying on “yes” or “no” responses.

Exercise: What to Do When Budget Cutting Threatens Training? Any department manager who has been through a financial belt-tightening exercise has undoubtedly collided with one of the fundamental contradictions in organizational life, and especially in healthcare organizations: On the one hand, education receives a considerable amount of verbal support from top management; on the other hand, as department managers frequently discover after the first budgeting pass, when it becomes evident that trimming is needed to bring projected revenue and expenses into line, education is one of the first line items to be reduced or eliminated.

1. You are to explain why you believe this fundamental contradiction exists and describe what arguments you might use in defense of your education budget.

2. In defense of your education budget, which the budget director has said must be reduced by half or more, you are to:

• Develop an argument for keeping as much of your education budget as possible

• Describe how you would go about attempting to measure the results of education Case Study: Charting a Course for Conflict Resolution: “It’s a Policy” The setting is an 82-bed hospital located in a small city. One day an employee of the maintenance department asked the supervisor, George Mann, for an hour or two off to take care of some personal business. Mann agreed, and asked the employee to stop at the garden equipment dealership and buy several small lawnmower parts the department required.

MGT513 – Management Principles for Health Care Professionals Course Syllabus 26 While transacting business at a local bank the employee was seen by Sally Carter, the supervisor of both human resources and payroll, who was in the bank on hospital business. Carter asked the employee what he was doing there and was told the visit was personal. Upon returning to the hospital, Sally Carter examined the employee’s time card. The employee had not punched out to indicate when he had left the hospital. Carter noted the time the employee returned, and after the normal working day she marked the card to indicate an absence of two hours on personal business. Carter advised the chief executive officer (CEO), Jane Arnold, of what she had done, citing a longstanding policy (in their dusty, and some would say infrequently used, policy manual) requiring an employee to punch out when leaving the premises on personal business. The CEO agreed with Sally Carter’s action. Carter advised Mann of the action and stated that the employee would not be paid for the two hours he was gone. Mann was angry. He said he had told the employee not to punch out because he had asked him to pick up some parts on his trip; however, Mann conceded that the employee’s personal business was probably the greater part of the trip. Carter replied that Mann had no business doing what he had done and that it was his—Mann’s—poor management that had caused the employee to suffer. Mann appealed to the CEO to reopen the matter based on his claim that there was an important side to the story that she had not yet heard. Jane Arnold agreed to hear both managers state their position. 1. In either paragraph form or as a list of points, develop the argument you would be advancing if you were in George Mann’s position. 2. In similar fashion, thoroughly develop the argument you would advance if you were in Sally Carter’s position. 3. Assuming the position of CEO, Jane Arnold, render a decision. Document your decision in whatever detail may be necessary, complete with explanation of why you decided in this fashion. 4. Based on your responses to Questions 1 to 3, outline whatever steps—policy changes, guidelines, payroll requirements, or something else—you believe should be considered to minimize the chances of similar conflict in the future.