Spirit of Teamwork and Cooperation for Hospital Efficiancy

Next, a conflict should be scheduled with the heads of all departments to discuss the issues brought up at this play offing and decide how best to approach the problems. This meeting will meet where the problems lie: is there a shortage of stave or is the problem strictly a scheduling one; which atomic number 18as appear to be having the virtually scheduling problems and why; is the hospital evaluate more patients than it can handle comfortably, etc. The CEO should be invited to attend the meeting so that he is aw ar of the problems confronting the staff and can be part of the resolution process, or at least be aware of what is being planned. Once the problems are identified, solutions should be solicited and discussed to decide which solution will be most effective.

It is crucial that the supervisor of the department who does not welcome channelize should also be at these meetings so that she can peck how the others smell surface and hopefully she will come to realize that changes essential be made for the unassailable of the hospital as a whole (Energize). The CEO should be asked to talk to her privately and geological period out to her that her authority is not being undermined, and that what is being manipulate is for the good of all, that it will make her work much bucket along much more smoothly and promote a thought of satisfaction and well-being in her staff which will make working conditions much more amenable for everyone.

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It is master(prenominal) that all department heads be involved so that they spirit empowered and part of the solution (Anderson, Moran, Brightman and Scheur, 1998; Employee; Energize; Miller). Whatever decisions are made, they will have taken part in and therefrom will not live that things have been taken out of control and someone has come in and made changes everyplace their heads. Effective management empowers people to solve their own problems, and makes them feel as if their contributions are important. They must be made to feel part of the solution and not part of the problem.

4) increasing need by continued feedback by department heads to staff, i.e. commending staff for good performance

5) establishing good communications within and between departments

Employee development in a changing organization. Management Trends.

6) enlisting the cooperation of the CEO in changes to be made so that the staff see that these changes meet with his approval.

3) reduction of stress in the workplace because of increased dexterity and improved staff scheduling

Six steps that relate to demand for change are:

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