Western Medical Enterprises Applicant Questionnaire

Western Medical Enterprises Applicant Questionnaire

Directions: Please provide responses to the two sections below. The expectation is that each response is 1-2 pages in length (not including the information already present in this document which is approximately 1 page). You are expected to support your assertions, ideas, or opinions with at least two scholarly or professional resources where appropriate using current APA style and formatting.

Section I: Leadership and Collaboration Experience

Briefly describe an instance where you were required to lead and motivate a team of professionals to collaborate. It does not need to be in a healthcare setting. If you have not led a team of professionals before, use a different example.

Next, analyze your approach to the challenge using specific examples. It is not important whether or not your efforts were successful. What is important is the approach you take to appraising your leadership and collaboration decisions and actions. Do the following:

1. Analyze your leadership of the project. Consider the following:
   • What was the purpose or shared vision of the team?
   • The effectiveness of your leadership approach and style. Did you get “buy-in” from stakeholders?
   • Decision-making processes and outcomes? What were your good decisions? What would you have done differently?
   • How did you communicate your vision, values, decisions, information, et cetera?
2. Analyze your approach to fostering collaboration and motivation among stakeholders. Consider:
   • How well do you facilitate member or participant collaboration and engagement with one another? Did participants communicate effectively?
   • Actions you took to motivate people to realize your vision or tactics. Did the team or participants feel motivated and energized by you? Why or why not?

I once worked at a care center for a leading telecommunications company. The company once introduced a product for its pre-paid customers that allowed them to send call-back messages. However, it soon came to the company’s attention that the product had a glitch where both the recipient of the message and the sender were charged for the call-back service. Additionally, some customers were able to call back but at double the fee. This created a crisis, with customers threatening to sue the company for theft. Needless to say, customers came in person to the care center with some ready-to-start altercations. Some staff were easily intimidated, and because the problem lasted a little over a week, some staff were hiding from the customers. I needed to act to calm the customers as I knew the IT department was already working to resolve the issue. On the third day of the ‘crisis,’ I convened the staff in an early morning meeting before the doors opened for business. I started my talk by apologizing to all who had been insulted by rude customers. The next thing was to discuss my plan to quickly resolve and get the customers out of the care center in the shortest time possible. I split the staff into teams that would handle the different aspects of the issue. I also threw in a motivational perk for the team that would work with ease and also for the entire staff if they achieved their goal of zero complaints, zero confrontations, and 100 percent customer satisfaction.

The team’s shared vision was to eliminate confrontation and customer complaints while increasing customer satisfaction by 100 percent. Every customer who walked in disgruntled would walk out satisfied- that was what the team worked toward. The staff members that were initially fearful did not want to buy into the idea of resolving the issue as different teams; I had to remind them that customers are our business and we had to be there for them in the good and bad. By the fourth day, everyone was totally sold to the vision of the team. The only thing I would have done differently would be to ask the IT team to be part of the team at the care center (Patel, 2020). The customer care staff were manually handling the situation while, in hindsight, their job would be less if the IT department had sent out blast messages to affected customers. The blasted text messages would explain the issue the resolution that would take place, and the expected date of complete reimbursement and restoration of services. The vision was communicated to the team via the early morning meeting that I convened on the third day of the crisis. Additionally, this vision was reinforced every morning after that first day.

Communication by the staff was effective. During the morning meetings that took place every day, the staff shared their experiences with handling irate customers, which helped improve communication (Constantin & Baias, 2015). When a staff member quoted some of the things the customers were complaining about, the rest of the team would discuss ways in which any similar queries would be sufficiently answered. These morning sessions also eased the tension that some staff were experiencing. The IT department sent one of their staff to attend our departmental morning meetings, and with that, the staff was able to get answers, from the IT department to questions the customers had asked but had been unable to answer for lack of expertise in the area. As the week progressed, the team felt motivated and this was because they knew how to answer most of the tough questions, thanks to the morning meetings. They were motivated not just by me but by each other. This collaboration fostered strong bonds between staff, which was a glimpse of the new foundation of trust and collaboration among the staff.

Section II: Ethics Experience

Briefly describe an ethical dilemma that demonstrates your application of ethical principles in the health care setting. Next, analyze your response or actions (even if there were none) to the event against one of the reference points below. Were your (in)actions or choices supported by the chosen framework? Be specific and include two references citing one or more of the following.

• Any workplace code of ethics (consider choosing one from a place you work or have worked).
• The Professional code of ethics for your profession.

AND one of the following:

• Ethical Decision-Making in a Caring Environment: The Four Principles and Leads.
• American College of Healthcare Executives Code of Ethics.

At one time, an 18-year-old patient was admitted to the hospital I work, where his parents had brought him in. After examination, it was revealed that the patient had stage 3 liver cancer. The patient was a recovered addict and had successfully stayed clean for 17 months. His parents had pointed out that the patient had attempted, on four different occasions, to commit suicide during his ‘drug days.’ The last one and a half months had not been easy for him, with his girlfriend moving to another country, and he appeared to be sinking into depression again. The parents requested me not to tell their son about the diagnosis as it could push him off the edge.

The code of ethics at my place of work is in line with the American Medical Association code of medical ethics (Opinion 2.1.3, 2012), which points out that a physician should not withhold information from a patient. The code specifies that a patient should be encouraged to specify their preferences regarding communication regarding their medical information before the information becomes available. Additionally, the nurse or physician should honor the requests of the patient not to be informed of specific information or to have a designated proxy be the recipient of the information as long as the request is genuine in its representation of the patient’s wishes. In this case, the patient had not made such requests, and as an adult, he had a right to get the diagnostic information.

According to the ACHE (II, D), one of the responsibilities of a healthcare executive is to “work to ensure the existence of a process that will advise patients or others served of the rights, opportunities, responsibilities, and risks regarding available healthcare services.” The patient had a right to know his diagnosis and available treatment options. His parents had decided without professional advice that their son might be depressive. In this case, the patient was given information regarding his diagnosis and ways he could get help to cope during the treatment process. Thus, the decision to inform the patient of his diagnosis was supported by the ACHE.

References

American College of Healthcare Executives Code of Ethics. Available at: https://www.ache.org/-/media/ache/ethics/code_of_ethics_web.pdf

American Medical Association Code of Medical Ethics (2012). Available at https://www.ama-assn.org/delivering-care/ethics/withholding-information-patients

Constantin, E. C., & Baias, C. C. (2015). Employee voice• key factor in internal communication. Procedia-Social and Behavioral Sciences, 191, 975-978.

Patel, A. (2020). Collaboration during times of crisis. Strategic HR Review.

***End of Document***

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Western Medical Enterprises Applicant Questionnaire

Overview:
Write a 3–4 page response to an employment questionnaire requiring a self-evaluation of your leadership and ethical experiences.

An understanding of one’s own approaches to leadership, motivation, collaboration, and ethical situations is important to the evolution of an effective leader. An introspective lens can help emerging leaders better understand and hone these important skills.

Competencies:

Western Medical Enterprises Applicant Questionnaire

Dear Applicant,

 

Thank you for your interest in employment at Western Medical Enterprises. We have received your application packet. The next step for all potential employees is to provide a narrative response to the questions in the attached document. Please return your completed document to me by replying to this e-mail.

 

Once we receive your responses, we will review them and notify you of the next steps.

 

Good luck!

 

Sincerely,

 

Thomas Hardy

Human Resources Recruiter

Western Medical Enterprises