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A management problem I have encountered during the experience in my work place in the Respiratory Department consists of different perspectives of Respiratory supervisors on the same issue. Respiratory supervisors in this department include a supervisor, a lead Therapist, a charge, and the seniority Therapist. As a consequence, I have issues concerning bringing information to management since each of them has different solutions to a problem. The possible resolution for this management issue is implementing a chain of command defining who is a supervisor on a particular shift.
The distribution of managerial work within departments is often not clearly defined, which is confirmed not only by my personal experience but also by the research of scientific sources. Unclear organizational boundaries, lack of systemic support at the political level, and a growing volume of practice lead to health leaders undefined roles (Figueroa et al., 2019). It contributes to a decrease in transparency, accountability, understanding of responsibility, and autonomy (Figueroa et al., 2019). As a result, managers are faced with operational inefficiencies in directing subordinates and health services in general (Figueroa et al., 2019). It leads to extreme and additional working conditions for mid-level workers and negative consequences such as decreased productivity, stress, and unpredictability. Moreover, the long-term implications of such a problem are manifested in a decrease in the quality of care and the effectiveness of the organization.
The concept of collaborative management, in which multiple supervisors lead the shift, adduces to confusion, inability to identify a single solution to emerging problems and provide the right direction for numerous workers. It increases the complexity of the organization, which can distort the coordination of processes, actions of employees, and the interaction of management (Ghiasipour et al., 2017). In addition, it can lead to deterioration in the quality of the medical services provided. (Figueroa et al., 2019). Modern medical institutions must operate through networks within which different levels of responsibility are defined (Figueroa et al., 2019). Therefore, effective leadership in health care and management when a single supervisor on a particular shift is specified leads to the achievement of a clear and transparent resolution of issues and the mobilization of workers.
Currently, changes in normative health regulations and policies are exacerbating the challenge, which managers and supervisors face in delivering health care and guiding workers. Policy reforms lead to a restructuring of the health service system, requiring a constant change in processes, values, and structures (Figueroa et al., 2019). It can limit the degree to which the supervisors coordinate their decisions (Kuenzi et al., 2019). In consideration of the speed of change, adjustment of organizational structures and hierarchies should be accepted along with continuous improvement of knowledge and research of the literature (Figueroa et al., 2019). It will ensure employees high productivity and empowerment to improve outcomes and quality of care (Ghiasipour et al., 2017). As a consequence, implementing a chain of command, which defines a specific supervisor on a particular shift, will solve the specified problem.
To summarize, the potential resolution for a management issue of different perspectives on the same issue is implementing a chain of command defining who is a supervisor on a particular shift. As a result, it will be possible to achieve the definition of a transparent and straightforward solution to problems and mobilize employees. It will help improve team performance, reduce the tension and stress of workers due to uncertainty. Moreover, it will help to identify additional motivating factors for the delivery of high-quality, effective, safe, fair, and patient-centered health care.
References
Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: A rapid review. BMC health services research, 19(1), 239.
Ghiasipour, M., Mosadeghrad, A. M., Arab, M., & Jaafaripooyan, E. (2017). Leadership challenges in health care organizations: The case of Iranian hospitals. Medical journal of the Islamic Republic of Iran, 31, 96. Web.
Kuenzi, M., Brown, M. E., Mayer, D. M., & Priesemuth, M. (2019). Supervisor-subordinate (dis) agreement on ethical leadership: An investigation of its antecedents and relationship to organizational deviance. Business Ethics Quarterly, 29(1), 25-53.
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