By glancing through the context, it is understood that conflict is defined as a process in which one part perceives that its interests are being opposed or negatively by another party. This document discusses this conflict which is occurring at the General Hospital and looks into the different management styles to address the issues. Here the parties with opposite interests are, one led by the CEO Mike Hammer and the opposite is represented by Dr. Mark Williams, the director of Medicine. Mark is supported by the physicians. The board of trustees of the hospital is also against the decisions made by Hammer.
The issue can be described as cost cutting measure, to advance ...view middle of the document...
When this firing issue was communicated to the Director, he was not in any mood to go by this decision. He felt that it was a terrible decision to fire Dr. Boyer. These were the reasons for the conflicts that were prevailing in the General Hospital.
Conflict management is a major skill that every leader should possess for the well being of any organization. Conflict management is not a simple issue resolving technique. It is the process by which a leader should ensure that a positive environment is created after the conflict is resolved and also to keep in track that no negative impacts has been developed among anyone based on this conflict. This positive environment will ensure that the productivity of the people is always high and they are motivated always. Whereas any negative impact will have serious effects on the organization. It could be anything like the change in the behavior of the employees, or reduced productivity or even may increase the attrition rates. Some of the conflict management styles are
1) Problem solving by Collaboration
2) Competition or Ordering style
From the context, it is understood that Dr. Hammer has adopted himself different types of conflict management styles at different point of time for bringing in cost reduction.
Initially, he started off with ordering style. He presented his findings to the director and the physicians and asked them to reduce their expenses. For example, the transportation cost. He suggested new measures to them. But, when he could not convince them on those measures, he moved to the avoidance style. In this, he avoided everyone and authenticated powers to Ms. Harding to bring up measures to reduce the cost. Once Harding had come up with her ways to reduce cost, Hammer moved to the compromising style. He presented his findings and measures from Harding’s study and was trying to compromise them that the outcomes were clear and they had to be implemented. But still he could not succeed.
General Hosptial could have used teams to spread this awareness about the need for cost reduction for technologically advancing the hospital. This is the point where Hammer missed out. That is collaborative style. Instead of doing his own analysis on ways to find out cost reduction possibilities, he should have nominated teams to do that analysis. The biggest advantage of that is the in addition to finding out cost cutting measures, the message of need for technological medical services would have spread among various people in the organization. Say in case if a team was formed with Dr. Williams himself as a member, he could have...