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Assignment of the fringe benefits issue to a task force or the universitys human resources department
Rather than requesting the HR department of Medford University to scheme the plan, a taskforce was appointed by President Hiromi Kobayashi to cogitate on the fringe benefits issue. The reason was because the president believed that the best possible decisions could be realized if the fringe benefit issue was delegated to a taskforce that was comprised of diverse members. The rationale adopted by Kobayashi was founded on the assumption that each taskforce member had explicit knowledge that could have contributed or assisted in the process of decision making (Blom, 1996).
Kobayashi was further aware that the decisions would probably be accepted, agreed upon and supported when the organization members were given a chance to participate in the process. Thus, Hiromi assigned a taskforce to generate a novel fringe benefit plan in order for the employees of the school to agree to adopt the new plan.
Cutting university expenses as a major priority for the task force
Given that every taskforce member had her or his ideas, wants and beliefs, there should be no anticipation by President Hiromi that all taskforce members could have strived in cutting the expenses of the university. Whereas it was not guaranteed that every taskforce member would pay attention to the request made by President Hiromi that the tenuous financials of Medford University should be considered, chances were that when taskforce members were deliberating on the matter, every member was obliged to discuss Kobayashi request (Cavanaugh, Tocci, & Wilkes, 2009). This could have been done to establish probably the best new fringe benefit plan design devoid of sacrificing the value of Medford University staff and faculty as well to avoid being unfair to these groups.
Although President Hiromi cannot demand or impose his requests to be executed by the taskforce members, Hiromi can devise ways of increasing the possibility that the fringe benefits expenditure reduction can be a key priority to the taskforce members. Some of the ways include: presenting Medford University financial report to the taskforce members; asking an autonomous committee to present the possible scenarios report if the university continued to expend most of fringe benefits funds or present the management and administration plan towards amassing its revenues and enrollment to warrant that Medford has remained operational.
Appointment of the administrator of the hospital as the chair of the task force
The hospital administrator was appointed by President Hiromi as the taskforce chair to make sure that the groups headship had pertinent medical benefits information. Besides, the appointed hospital administrator was well acquainted with insurance coverage, state healthcare regulatory laws and Federal law knowledge. Thus, the hospital administrator could offer extensive knowledge and generalized insights concerning medical care benefits.
I would advise that the chosen hospital administrator should guide the taskforce in delegating most works to the subcommittees. This will warrant that each taskforce member contributes in the process of decision making. When different works are delegated to the subcommittees, all taskforce members are offered the chance to collect info, conduct data analysis and critically perform information evaluation which might aid in designing the novel plan for fringe benefits (Brickley, Smith & Zimmerman, 2007). However, the hospital administrator needs to appoint an individual having germane knowledge on particular tasks to head every subcommittee.
Reserving the right to make modifications into the plan
President Hiromi never wanted to commit to the acceptance of the report prepared by the committee. Basically, the president wanted to have the right of making or suggesting modifications based on the insider information obtained from the taskforce meetings using the appointed secretary (Blom, 1996). This way, Hiromi was able to compromise and negotiate for the modifications of the new plan for fringe benefits to ensure that staffs, faculty and the university are legally and fairly compensated and remunerated.
Appointment of a key assistant as secretary of the task force
One of the key assistants to President Hiromi was appointed to become the taskforce secretary in order for Hiromi to have the inside source of info concerning what happens during the taskforce members meetings. The key and reliable staff member in the taskforce was to help the President with the information needed in preparing counter propositions, suggestions and proposals on what had been created by the taskforce.
References
Blom, E. (1996). Ethics vs. Economics. Blethen Maine Newspapers, Inc. Web.
Brickley, J., Smith, C., & Zimmerman, J. (2007). Managerial economics and organizational architecture. New York, NY: McGraw Hill/Irwin.
Cavanaugh, W., Tocci, G. & Wilkes, J. (2009). Architectural acoustics: Principles and practice. New York, NY: John Wiley & Sons.
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