First Draft Peer Review
Case Study Analysis
SPTC is recognized for providing superior rehabilitation services. It is an umbrella company comprised of three complementary clinics, each with its distinct service area and led by a clinic director. Lawanda Hastings, one of the clinical directors, has been named clinical director of the Downtown clinic following the resignation of the facility’s clinical director. Lawanda has been assigned the responsibility of meeting this facility’s leadership needs. His role as a leader is challenging due to the various challenges the organization faces. They include inadequate employee motivation, misappropriation of resources, customer dissatisfaction, and poor relationships between staff and management.
The nature of each organizational challenge and how it affects the leaders and managers in the organization
Inadequate employee motivation is evident in job satisfaction. New hires in the hospital are not happy with the work environment, and some employees are not happy with the lack of help from supervisors and micromanagement. The lack of employee motivation has resulted in a significant drop in the quality of services offered to customers. Therefore, leaders and managers are under pressure from stakeholders and top management to improve the organization’s performance because the negative feedback from customers due to reduced patient satisfaction with the services provided at the clinic reduces the clinic’s overall performance. Lack of employee motivation also makes it hard for managers and leaders to assign responsibilities because employees are unwilling to complete their assigned tasks within the required time, thus creating difficulty in scheduling appointments, late appointments, and rude staff who rush patients through their treatment.
The staff in the clinic do not relate well with managers. They feel that the managers pressure them to complete appointments within the shortest time due to tight schedules. They also have concerns about being micromanaged and lacking managers’ support when they need help. According to Hom et al. (2019), poor relations between staff and management create a threat of increased employee turnover. In the case of the Downtown clinic, the poor relationship between the staff and managers affects leaders and managers differently. For managers, it may be difficult to assign tasks to staff because they already have a negative attitude towards them. The staff may also fail to report any issues they encounter completing their assigned task hence failing to meet the required organizational performance levels. Managers may be blamed for the performance of the staff because they directly interact with the staff and are required to improve employee productivity. The poor relationship between managers and staff affects the clinic’s leaders through pressure from stakeholders to deliver the required results in terms of organizational performance and the quality of services offered. The poor relationship between managers and staff has also created mistrust between leaders and staff due to skepticism about whether employees are valued.
The clinic has been experiencing misappropriation of resources due to the inappropriate use of clinic equipment and supplies for personal benefit. For instance, employees are using the clinic’s personal treatment and fitness equipment and electric training equipment to work out after or before work and later showering in the gym’s changing area. Some therapists are also using the clinic facilities to provide therapeutic services for friends and family outside working hours. The previous clinic director ignored this practice even though the use of clinic supplies and facilities to provide services to individuals who are not patients at the clinic is prohibited in the employee handbook. The misappropriation of funds could affect managers by limiting the availability of resources required to help patients in the facility. It also creates conflict between managers and leaders because leaders require the managers to account for the resources provided. Conflict may also arise due to leaders’ assumption that managers are encouraging the misappropriation of resources, particularly if they fail to report incidents of the use of clinic supplies, facilities, and equipment for personal benefit. Leaders may also withhold resources until managers address the issue of misappropriation, making it hard for managers to facilitate the completion of tasks in the organization.
According to Budur & Poturak (2020), customer satisfaction is connected to employee performance and productivity. The client feedback surveys indicate a trend of reduced customer satisfaction with the services provided at the clinic. The highest number of complaints is in the occupational therapy department, which serves the highest number of patients. The main concerns include late appointments, difficulty scheduling appointments, and rude staff who rush through patient treatment. This challenge affects managers by putting pressure on them to improve employee productivity and eliminate complaints. They have to reassign tasks to create more time for the staff to treat patients and improve staff availability to prevent late appointments. The managers are also being blamed for late appointments and rushing through patients because they micromanage the staff, limiting their ability to organize tasks based on their availability. Leaders are affected by a reduction in overall organizational performance. Therefore, they have to consider ways to motivate employees to create a commitment, which will make the staff dedicate their time to assisting patients, thus reducing patient dissatisfaction.
Categorization of each type of challenge as best addressed by leadership principles and practices, management principles and practices, or a combination of both.
Management principles and practices revolve around organizing, staffing, controlling, planning, and leading, while leadership principles and practices revolve around creating a conducive environment that encourages productivity (Baker, 2014). Therefore, the customer satisfaction challenge is best addressed by a combination of both leadership and management principles and practices. The leadership principles and practices can be applied in creating a conducive work environment for the staff at the clinic to motivate them to be committed to providing their services to patients. Management principles and practices can be applied in planning the staff tasks to create enough time for staff to serve customers. The inadequate employee motivation challenge is also best addressed through a combination of leadership and management principles and practices. Leadership principles and practices can be applied in providing the motivation tools required to enhance staff commitment and performance, such as benefits, incentives, and salary increases. Management practices and principles can be applied in monitoring staff performance through performance evaluation and rewarding them based on their performance.
The poor relationship between managers and staff challenge is best addressed through leadership principles and practices. Leaders may set policies and procedures requiring collaboration between managers and staff and introduce an organizational structure that encourages employee autonomy to avoid micromanagement. Leaders may also introduce incentives that show employees that they are valued and recognize their efforts through reward and recognition. They may also allow staff to occasionally use clinic resources such as athletic training equipment by setting a program within the clinic that employees uninterested in athletic training can enroll in. The misappropriation of resources challenge is also best addressed through leadership principles and practices. Leaders can create measures to monitor the use of resources in the organization, such as random resource audits. Leaders may also introduce a clocking system that indicates instances when resources, facilities, and supplies in the clinic were used and the person who authorized the use, hence creating accountability, which will reduce misappropriation.
Baker, E. L. (2014). Leadership and management—Guiding principles, best practices, and core attributes. Journal of Public Health Management and Practice, 20(3), 356-357. https://doi.org/10.1097/phh.0000000000000063
Budur, T., & Poturak, M. (2020). Employee performance and customer loyalty: Mediation effect of customer satisfaction. Middle East J. of Management, 1(1), 1. https://doi.org/10.1504/mejm.2020.10033635
Hom, P. W., Allen, D. G., & Griffeth, R. W. (2019). Causes and correlates of turnover. Employee Retention and Turnover, 47-71. https://doi.org/10.4324/9781315145587-3
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The downtown clinic is struggling with an ineffective organizational culture, which adds to a cascade of additional issues. Employees at the clinic suffer from low morale and a lack of cohesiveness. The institution maintains a log of instances of resource theft and a deficiency in personnel training in accordance with HHS regulations.
An organization’s culture either creates or ruins it. When a culture is founded on strong principles and is backed up by an exceptional structure and strategy, all teams work for organizational profitability. Leaders are critical in recruiting, selecting, and developing competent individuals who create the backbone of a great business culture (Northouse, 2018). They are in enviable situations to guide firms through difficult times through strategic planning and employee behavior influence. The following discussion identifies the most important concerns facing Southglenn Physical Therapy Clinics (SPTC).
Analyses of Cases
SPTC is recognized for providing superior rehabilitation services. It is an umbrella company comprised of three complementary clinics, each with its own distinct service area and led by a clinic director. Lawanda Hastings, one of the clinical directors, has been named clinical director of the Downtown clinic following the resignation of the facility’s clinical director. Lawanda has been assigned the responsibility of meeting this facility’s leadership needs. The difficulties mentioned are classified according to leadership and management concepts and practices.
Difficulties Associated with Leadership Principles and Practice
The SPTC’s people-oriented challenges fall under this category. Leaders are entrusted with developing rules and regulations, defining job positions, and establishing the moral and ethical underpinning of the workforce. One significant issue noted in SPTC that falls under the category of leadership concepts and practices is a lack of employee motivation.
Inadequate Employee Motivation
The Downtown clinic has employed personnel in the occupational therapy, massage therapy, and physical therapy departments, and there has been widespread unhappiness, especially among new hires. This is a frequent difficulty that leaders face. New employees are frequently demotivated due to a lack of confidence in unfamiliar work situations (Algahtani, 2014). It demonstrates a void in leadership via characteristics such as inadequate direction and ill-defined duties and responsibilities. This issue is strongly related to an unfavorable work environment. For instance, while staff at the Downtown clinic like their jobs, many express displeasures with micromanagement and a lack of help from supervisors when necessary.
The downtown clinic is confronted by a lack of personnel cohesion. This difficulty became apparent when the subject of sexual harassment came to light. Everyone at the clinic seems to have an opposing view on what occurred and who should be held accountable for the misbehavior. As a result, a schism developed between staff, with some believing the previous director was to blame and others believing the claims were fabricated. Additionally, the workforce is not immune to gossip, which has led in mistrust, unfavorable attitudes, and other undesirable behaviors among employees. Lawanda should solve the issue on its own initiative, as it has a significant influence on the clinic. Lack of unity among employees creates an environment conducive to ineffective cooperation (Grafstein, 2019). It jeopardizes a team’s performance and the organization’s overall success because individuals establish little clubs around their particular interests and compete with one another.
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