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Motivation and Conflict Resolution

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Select either Option A or Option B and indicate in your post which option you have selected.  

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:

 

  1. 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.
  2. 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.
  3. Based on the podcast, what are some proactive strategies that management could have used to reduce the potential for conflict in this situation?

Option B: Case Study: Charting a Course for Conflict Resolution: “It’s a Policy” 

Review the details of the case above from your course text, and respond to the following questions:

 

  1. Develop the argument you would be advocating if you were in George Mann’s position.  In a similar fashion, thoroughly develop the argument you would advance if you were in Sally Carter’s position.
  2. Assuming the position of CEO, Jane Arnold, render a decision. Document your decision in whatever detail may be necessary, and include a complete explanation for your decision.
  3. Based on the foregoing, outline whatever steps (e.g., policy changes, guidelines, payroll requirements, or something else) you believe should be considered to minimize the chances of similar conflict in the future.

Required Resources

Required Text

  • Management principles for health professionals (6th ed.): 
  • Chapter 10: Adaptation, Motivation, and Conflict Management
  • Chapter 11: Training and Development: The Backbone of Motivation and Retention
  • Chapter 12: Authority, Leadership, and Supervision

Liebler, J. G. & McConnell, C. R.  (2012).  Management principles for health professionals (6th ed.).  Sudbury, MA: Jones and Bartlett.
Multimedia

  • Greenbranch Publishing (Producer).  (2007, October 1).  Stop the medical office bickering [Audio podcast].  Soundpractice.net.  Retrieved from http://www.soundpractice.net/article.cfm?id=317

 



Recommended Resources

Articles

  1. Davidson, S. J.  (2010).  Complex responsive processes: A new lens for leadership in twenty-first-century health care.  Nursing Forum45(2), 108-117.  Retrieved from the EBSCOhost database.
  2. Lees, P.  (2010).  Health care special report: The clinician as leader: Leadership saves lives.  Business Strategy Review,  21(4), 26-31.  Retrieved from the EBSCOhost database.
  3. Wallace, K.  (2009).  Creating an effective new employee orientation program.  Library Leadership & Management23(4), 168-176.  Retrieved from the ProQuest database.

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