Medical case study

下面Essay学霸教员组为大家整理一篇 的代写范文- Medical case study，供大家参考学习。这篇文章讲述的是根据麦格劳-希尔（McGraw-Hill）的定义，信任是基于对授权机构的行为和意图的积极期望而容易受到授权机构影响的意愿。自 次会议安排以来，Colleen一直在努力争取她应该监督的14位护理经理的信任。 Colleen认为 次会议是留下良好印象的 机会，因此决定在丹佛市（相对中心的地点）安排会议，以便每个人都能感到更加平等。她还亲自给每位经理打电话，介绍自己，并表达了与所有经理见面的期待。可以看出，Colleen早在 次会议安排开始就开始尝试获得基于处置的信任，并留下了和able可亲的良好印象。

                 Medical case study

DaTrust and ethical implications

Trust, according to the definitions from McGraw-Hill, is the willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions. Colleen has put her effort in gaining trust from the 14 nursing managers that she was supposed to supervise since the arrangement of the first meeting. Colleen decided that the first meeting is a great opportunity to leave a good first impression and thus decided to arrange the meeting in Denver, which was a relatively central location, so that everybody can feel more equal. She also personally called each manager, introducing herself and expressing her looking forward to meeting all of them. It can be seen that Colleen had started trying to gain disposition-based trust from as early as the arrangement of the first meeting, leaving a good first impression with amiable and trustworthy personality.

Colleen tried to establish her cognition-based trust as well as her disposition-based trust from the start of the meeting, proposing ideas that had reduced costs effectively at Healthcare Plus. However, the cognition-based trust was not gained easily. Every manager had his or own opinion and experiences, and it was difficult for them to trust Colleen for the cost reduction proposal. Cognition-Based Trust is based on cognitions developed about the authority, and trustworthiness is driven by the authority’s ability, integrity, and benevolence (McGraw-Hill, 2010). More specifically, it is recommended that Colleen can actually share her professional experiences at the beginning of the meeting instead of going directly for the proposal in order to demonstrates her expertise, which helps gain trust. Colleen can also focus more on explaining and guiding the managers to learn the benefits to both employees and patients through the cost reduction proposal. In this way, she can gain more trust through demonstrating her benevolence, the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives (McGraw-Hill, 2010). To maintain and increase the level of trust, Colleen can even develop Affect-Based Trust among the managers in the long term, continuing encouragement and uplifting the team spirit and giving professional supervisions (McAllister, 1995).

Ethics plays an important role in authority behaviors and decision making process. Ethical behaviors result from a multistage sequence, from moral awareness, to moral judgment and moral intent, and finally to the ethical behavior. Throughout Colleen’s work and relationship management with her managers, she should keep an ethical sensitivity and a moral intensity, as well as maintain her moral judgment and commitment consistently in her decision making process, and in this way she can gain more trust from the managers at the same time (May et al, 2002).

Leadership

As Colleen begins to interact with her new direct reports, it is important for her to leverage her legitimate power, reward power, coercive power, expert power and referent power (McGraw-Hill, 2010). When her her new direct reports need guidance or suggestions in terms of questions arise from the new merger, Colleen should be able to give them support for their businesses and management using her own expertise of nursing and knowledge about the regional operations. Colleen should also set up a set of management system which can reward her direct reports and employees when they meet the organizational goal and punish them when certain job responsibilities are under-performed. When her direct reports need more connections in terms of the merger, Colleen should carry out her responsibly of facilitating the new work and connections of her direct reports.

Power and influence

she should continue exercising her power while leveraging her influence power at the same time in order to to direct the managers’ activities toward final goal achievement. To be specific, first, she should utilize her legitimate power to effectively manage the region nursing operations through facilitating meetings and discussions and carrying out proposals; second, she should leverage her reward power and coercive power to reward and punish every time she sees significant improvement of management style bending and regional proposal implementation or lack of working progress. Through reasonably exercising the two powers, it can also be expected to see an increase of trust for her leadership ability. Third, she should also constantly leverage her expert power whenever there is need for her guidance and professional suggestions in terms of carrying out the job responsibilities. These behaviors should be carried out persistently and standardized in order to be fair to everyone. Moreover, another important behavior is to constantly encourage and uplift the work spirit, which appeals to the target’s values & ideals. In this way, her influence can be more fully spread out with the carrying out of power.

Performance and organizational commitment

It is recommended that Colleen focuses both on the job performance and organizational commitment of her direct reports. Job performance is the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment, and organizational commitment is the desire on the part of an employee to remain a member of the organization (McGraw-Hill, 2010).

Focusing more on job performance has the advantage that the employees can meet job requirements, solve problems, and achieve organizational goal more more efficiently (Judge et al, 2001). However, it risks generating withdrawal behavior of employees who are under pressure and not taken good care of the organization, and who becomes not committed to their organizations. This will in turn results in non-productive employees. On the opposite, focusing more on organizational commitment has the advantages that her direct reports are likely to engage in loyalty. They are taken good care of by the supervisor and the organization, and thus encouraged to be loyal to the organization. However, they may not be able to engage in voice as desired by Colleen. This will results in low efficiency and productivity. Colleen’s ultimate goal is to have her direct reports be categorized as the “Stars” employees, who has both high level of job performance and high organizational commitment, and who are likely to engage in voice.

Based on the choice of balancing her focus on job performance and organizational commitment, it is recommended that Colleen set clear goals that are feasible for her direct reports to achieve. Goals motivate individuals to create approaches that will enable them to perform at the required goal levels (Sheppard, 2016). This is a way to improve job performance. Regarding organizational commitment, Colleen can arrange regular team meetings which can enhance employee engagement and improve employee benefits so that employee retention rate can be maintained in the long term.

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