The decision-making process occurs at all levels of management. However, the top executive managers, middle level managers, and front line managers are responsible for guiding the decision making process within their healthcare organizations (Liebler & McConnell, 2008,p.148). CEO’s are responsible for guiding the actions and behaviors of their employees to collectively achieve the organization’s goals. The mission and vision statement are the foundation of what direction the healthcare agency is heading. The CEO and top level executives are responsible for developing code of ethics and code of conduct to align with accreditation, licensing, and federal and state laws.
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150). Top-level executives and key managers are at the helm of the decision-making process with the focal point being selecting the best choice. Selecting the best choices or alternative of choices derive from assessments, interviews, surveys and audits that evaluates the strategic position of the selected choices. Consequently, the chief executive officer at some point should show how the middle-managers, front-line managers, employees and client fit into the decision-making process.
Decision-making concerning staffing and work performance are part of the healthcare mid-level and front-line managers’ job functions. The following scenario will reveal a healthcare manager deciding to use the option of procrastination which is exercising the no-decision option. Liebler and McConnell (2008) argues, “Whether by conscious act or unconscious act (genuinely forgetting), the effect of the no-decision option is to decide not to decide…and often it is the decision of the most potentially serious and far-reaching consequences”(167). The healthcare manager must avoid the no-decision option in this scenario because there is a lack of considering the alternatives in the decision-making process. Also, the healthcare manager allows a platform for negligence and liability in selecting the no- decision option.
In the scenario, “The troublesome professional” the healthcare manager is selecting the no- decision option by failing to discipline William, a senior therapist. A ten year veteran, William recent performance is marked with,(a) chronic lateness,(b) a slow starter, (c) takes numerous breaks, (d) overstays his lunch period, and (e) seems uninterested in the patients. Other incidents include, complaints from his co-workers about having an alcohol problem and several absences from without proper notification (Liebler & McConnell, 2008, p.169). See Table 2, The Troublesome Employee, for specifics of William’s performance. For the last six months William has been in the manager’s office every three to four weeks, discussing his declining performance. At this point the healthcare manager has met with William, but has not made a decision to correct his behavior through the disciplinary stages.
The No-Decision Alternative
Decision-making is making a choice among alternatives to determine the course of action (Liebler & McConnell, 2008). Proactive plans must be immediately in place to address William’s poor work performance. The healthcare manager’s role in the decision-making process is to evaluate the importance of the decision (Liebler & McConnell, 2008). The healthcare manager must look at the impact of the no-decision option on the morale and performance of the healthcare staff as well as the liability issues.
There are several major issues with the no-decision option that can result in, low morale among staff members and the healthcare manager facing disciplinary action by a regulatory agency. According to Pozgar (2007) argue,...